Latest News
- Category: Alumni in the Lead
Anie Rouleau (BCom ‘92) is the Founder and CEO of The Unscented Company, a sustainable woman-owned BCorp-certified business. This year, we are recognizing Rouleau’s leadership and successful journey in sustainable entrepreneurship with a Trudeau Medal.
First awarded in 1989 to recognize leading alumni, the Trudeau Medal is the highest honour given to an alumnus or alumna at the Telfer School of Management. The award was established in honour of Reverend Father Roland Trudeau, the former director of the University of Ottawa's Commerce department from 1950 to 1965. It recognizes leadership, initiative and contributions made by an alumna or alumnus to the business world, the community and their alma mater — the definition of our longstanding relationship with Anie Rouleau.
Rouleau has set an exceptional example of what both a strong leader in sustainable entrepreneurship and an extraordinary Canadian leader at the helm of a woman-owned business can achieve — an inspiration to fellow BCom students and graduates.
Influenced by Family Values
From a very young age, entrepreneurship was an important pillar of Rouleau’s life. “One day you will have your own business,” said Anie Rouleau’s father when she was just eight years old, sitting at the dinner table.
Raised in a family of entrepreneurs, Rouleau was taught early on to have confidence: “Back then, women did not have the same access to resources and my father was aware of this. He built my character to confront that.”
In 1992, she graduated with a Bachelor of Commerce from the Telfer School of Management and joined her family business, Hydrocom International. She went on to hold prestigious roles at Maclean Power Systems and Société de Gestion du Commensal until 2011.
At 42 years old, Anie Rouleau founded Baleco / The Unscented Company, following in the entrepreneurial footsteps of her parents. The moment in which she decided to make the leap is a reflection on her decades in the business world: “Entrepreneurship is something that’s always been on my mind growing up and in my years at Telfer. It’s at Telfer, that I had entrepreneurship courses for the first time and case competitions like Jeux de Commerce.”
Her family values first built the blueprint of her business journey to come, Rouleau shares: “My mother and father were entrepreneurs, and I saw that you could be successful in your own business and provide. For me, as a woman, when I had young children, I could see my life being better to balance as an entrepreneur.”
Taking a Risk in Sustainable Entrepreneurship
Rouleau says that entrepreneurship is a build-up — at some point, something makes you jump. To choose that path, an entrepreneur needs to be comfortable with and accept failure. She instructs us to accept ‘no’ for an answer and to not take it personally. And, perhaps most importantly, an entrepreneur needs to be able to take a risk, a financial risk.
It is safe to say the risk paid off. In 2021, The Unscented Company was named one of Canada’s Top Growing Companies by The Globe and Mail, reporting a 526% 3-year increase in revenue growth and $5-10M in revenue. In 2019, on CBC’s Dragon’s Den, Canadian Tire announced they would bring The Unscented Company’s sustainable products into their 500 stores across the nation. “Ten years ago, I bet on the right horse,” comments Rouleau.
The Importance of Upbringing, Education and Values
Rouleau’s contributions to the business world and professional success did not come out of thin air. For her, the formal education she received during her Bachelor of Commerce at Telfer helped in establishing her successful business. Rouleau confidently says, “It’s not even a doubt in my mind. I personally love Telfer, the accessibility to the teachers and the directors. I still see the Dean to this day and there is a sense of belonging. For me, it was a smaller university on the French side. Today as an entrepreneur, I’m very grateful to have gone through a program like that, which had classes in marketing and HR too. I was lucky I did something I studied, and it definitely helped me prepare for my career.” Rouleau’s familial entrepreneurship values and education at Telfer are two factors that contribute to The Unscented Company’s exponential success — the third is that Rouleau leads with uncompromising values that set the tone for everything. “Today, an entrepreneur needs a set of values that are about people and the planet. If a company in 5 years is not socially or environmentally responsible, transparent and inclusive, they will be old-fashioned,” says Rouleau. “Good entrepreneurs and good businesses will prevail.”
It’s this unrelenting commitment to sustainability that sets Anie Rouleau and her company apart. Believing wholeheartedly that entrepreneurs and employees have to play a role in sustainable entrepreneurship, Rouleau certified her company as a BCorp, a highly sought-after designation highlighting the social and environmental impact of a business, thus cementing these values into the business’ foundation.
Challenges are Opportunities
In an uncertain economic market, businesses have an opportunity to demonstrate their unwavering commitment to their values through sustainable entrepreneurship. With inflation and rising prices, it can be easy to choose the path of least resistance. Not for Rouleau: “When the market is shifting, it doesn’t mean you stop; you rebalance. This is who we are, we are involved in our community. Values are tested in tough times and it’s not even an option to compromise them. You just do the right thing. We support each other on the market and make it to the other side together.”
Well-Deserved Recognition
Rouleau’s familial entrepreneurship values and education at Telfer are two factors that contribute to The Unscented Company’s exponential success — the third is that Rouleau leads with uncompromising values that set the tone for everything. “Today, an entrepreneur needs a set of values that are about people and the planet. If a company in 5 years is not socially or environmentally responsible, transparent and inclusive, they will be old-fashioned,” says Rouleau. “Good entrepreneurs and good businesses will prevail.”
“I’ve made it and it’s like Oscar’s Night, I can’t believe it,” she smiles.
Learn more about Anie Rouleau’s unrelenting commitment to ecological design in our video called The Unscented Company’s Impact: Anie Rouleau’s Sustainable Empire.
- Category: Latest News
Every few years, new program directors are appointed to each graduate and executive-level program at Telfer. The selection committee recommended a program director to take on the Master of Science (MSc) programs, formerly two separate directors. Dean Stéphane Brutus announced Professor Lavagnon Ika as the newest MSc Program Director for both the Health Systems and Management programs at Telfer. He will serve a mandate of three years from July 1st, 2022, to June 30th, 2025.
Meet the New MSc Programs’ Director
Lavagnon Ika is a Full Professor of Project Management at the Telfer School, a former Program Director for the MSc in Management, Faculty Leader for the University of Ottawa’s partnerships with African Universities, and the Founding Director of the Major Projects Observatory at Telfer. Professor Ika also holds a joint affiliation with the uOttawa School of International Development and Global Studies. Prior to joining the Telfer School, he earned an MSc and PhD in Project Management from the Université du Québec, where he also held his first positions as a course lecturer and a professor for 11 years.
History of the Telfer Master of Science Programs
In 2008, the Telfer School launched two MSc programs in Management and in Health Systems. Over the past couple of years, the MSc in Management has improved and developed considerably with newer concentrations like Innovation Management and the introduction of a program, the research project MSc in Management. The research-based program helps students develop applied research skills to a relevant business topic, preparing them for an exciting career in their field or industry of choice. The project-based program is only one year, so it is a fast way for students to position themselves as experts immediately after their undergraduate degree. Furthermore, students can also register for this program with a CO-OP option, providing them with real-world workplace experience in their field of study.
Students can also now apply directly to the Bachelor of Commerce + MSc in Management (Research Project) program prior to beginning their undergraduate studies. This allows them to transition from their BCom to MSc program with ease and no disruption, and to complete both an undergraduate and graduate program within 5 years at the Telfer School.
The Future of the MSc at Telfer
Professor Lavagnon Ika expressed his excitement for his new position at the School and working with various stakeholders including professors, staff, and students who are involved in these programs. He was highly involved previously as part of the initial ideation of the project-based MSc in Management program. Professor Ika shared some of the objectives he hopes to focus on over the next three years: “actively promoting the program inside and outside Telfer, establishing more connections with industry partners, working with the Research Office to facilitate Mitacs funding for professors and students, especially those in the project-based MSc, increase the quality of the student experience, and targeting and recruiting top students from abroad.” Professor Ika will surely provide a positive impact on these programs through his leadership.
Thank you to Professor Patrick and Professor Lapierre
Thank you to the former directors of the MSc program, Professor Jonathan Patrick and Professor Laurent Lapierre, for their positive impact on each program’s growth and success over the years. Under the guidance of Professor Patrick, the Health Systems program flourished, despite the difficult role of managing the program during the pandemic.
Additionally, Professor Lapierre was able to make great strides for the Management program as well. Professor Lapierre has the distinction of launching three new concentrations, Finance, Accounting and Organizational Behaviour & Human Resources, as well as a research-project edition of the program.
Dean Brutus shared his gratitude towards each program director in an email announcement to all staff and faculty at Telfer: “As a result of the hard work of our two colleagues, our MSc programs are now more popular than ever. I would like to thank both Professors Patrick and Lapierre for their outstanding contributions to the MSc Programs in Heath Systems and Management.” Big thank you to both former directors for their hard work and dedication to these leading graduate programs.
- Category: Latest News
Throughout 2022 and 2023, the Family Enterprise Legacy Institute (FELI) at the Telfer School of Management and the Family Business Network (FBN) are partnering to deliver the NxG Legacy Forums — a series of eight panel discussions addressing the key questions for next generation members of business families. Topic questions for the forums have been selected from a new book, Enabling Next Generation Legacies: 35 Questions that Next Generation Members in Enterprising Families Ask, by Telfer professors Peter Jaskiewicz and Sabine Rau.
In career planning, it is important to know where you ultimately want to go, and the steps for how to get there – in essence, figuring out how to set yourself up for success. For next generation members who want to join the family business, however, this path is not always so clear. Every family business is different and has their own rules and processes – although sometimes these haven’t been well defined. This can lead to the question: “How can next-generation members prepare themselves in the long run before joining the family business as a manager?”
This topic was the basis for discussion at the third of eight events in the NxG Legacy Forum series. The event was moderated by Telfer’s Peter Jaskiewicz and Sabine Rau, with panellists Alexandra Heraeus of Heraeus Holding and Vincent Chian of Fairview International School, both members of enterprising families.
Starting at a Young Age
For Alexandra Heraeus, preparing to become an active member of the shareholder family started at a young age. She found herself lucky that her father involved the children in the business in different ways. “Additionally to the opportunity of doing internships, he talked about the business (at home) …and would occasionally take me for business trips to see operations in China and India,” Heraeus explained, adding that it gave her a great view especially on the values of the company.
Another key way Heraeus prepared for building her knowledge around the family business was simply through showing up. For Heraeus, this meant attending anything the shareholders had scheduled, including events and shareholder meetings. She recalled an interesting event from her past, when she was 12-years old and was disappointed to miss a friend’s party because of a shareholder meeting. But over the years, she has found it valuable to nurture a mindset of these meetings not being something to think about going to, but instead to just go. “Being there and showing the commitment,” she said, adding, “it’s the base for everything.”
An important way Vincent Chian and his siblings have prepared themselves to be leaders in the family business has been through first learning to follow. “One thing my father always said was to be a good leader, you need to be a good follower first,” he explained. One of the ways this wisdom has imparted on him and his siblings was through the family business rule that everyone joining the business starts at the bottom. For Chian, this meant starting out as a biology teacher, despite the significant psychiatry training he already had. “We all started out being teachers, no short cuts,” he said. “Everyone needs to spend a few years on the ground.”
Other family processes that helped Chian prepare for joining the family business include a policy that all members have to complete an MBA and participate in the Family Business Network (FBN). Listening was also an important element in preparation, with Chian sitting in on all leadership meetings to observe and listen. “You don’t understand how important these sessions are until 7 or 8 years later,” he added.
Learning one step at a time
As a large family business, with 200 members as shareholders, Heraeus’ family have many next generation members to potentially involve in the company. Heraeus explained that to nurture the interest and intensify family bonds, the family has developed different events and activities each with their own focus. For example, for members aged 14-25, there is a yearly event schedule for younger members which helps them better understand the inner workings of the company and what it means to be a shareholder. This involves having sessions on explaining the basics of the company in more detail, going through the technicalities of a shareholder meeting, and helping develop useful and relevant skills, such as public speaking.
In Chian’s family, the learning process for new entries to the business involved several different stages, which included being part of a small group who would work on every aspect of the company, building important management competencies. The group of seven would, “get deployed all over and thrown into the deep end on many areas,” he explained, gaining such skills as operations, finance, marketing and sales.
Another stage was being given a project to lead, however as Chian put it, “with a lot of rope.” His father would always be close to advise and give suggestions. “You could mess up,” he said. “This was where you learned about your leadership style. It prepared us to lead well.”
The art of being muddled…and other insights
Other valuable lessons and tips from both panellists were shared, such as, for Chian, having professionalism, mastering a craft, and also developing networking skills. He also added that the Mandarin saying nande hutu – or ‘the art of being muddled’ – has saved him many times. As he explained, although there is no direct English translation, it is an idea rooted in having tact and humility.
Heraeus found that breaking complex shareholder problems into smaller pieces was a great help and maintaining a belief that even the most difficult concepts can be understood through taking time to learn and ask the right questions. “You need to believe in yourself that you will tackle it,” she added.
Upcoming NxG Legacy Forums
The next NxG Legacy Forum will take place in September 2022. In the meantime, catch up with discussions from previous NxG Legacy Forums!
NxG Legacy Forum #1: “How can my siblings and I assess whether we could work constructively in the business one day?” Read more here.
To find out other ways Telfer is helping empower the next generation of business leaders, discover the Family Enterprise Legacy Institute and sign up for the Institute's newsletter.
- Category: Innovation and Entrepreneurship
In the coming months, The Telfer Knowledge Hub is featuring select parts from Enabling Next Generation Legacies: 35 Questions That Next Generation Members in Enterprising Families Ask.
The result of years of international research and practical experience, Enabling Next Generation Legacies delves into the unique challenges that confront family businesses.
Telfer Professors Peter Jaskiewicz. Director of the Family Enterprise Legacy Institute (FELI), and Sabine Rau, collaborator at FELI, have brought together the world’s leading academics, practitioners, and enterprising families to answer the most pressing questions faced by Next Generation members in a short and concise, yet meaningful way.
The book consists of best practices, real-life examples, and additional critical questions for reflection from nearly 100 contributors from 27 different countries. Expert commentaries come from members of the world’s leading family businesses including Auchan (France), Saputo (Canada), and Sabra (Israel), as well as from various academic experts from business schools around the globe like Kellogg, IMD, and INSEAD.
Below, read a commentary to a pressing question by a fourth generation member of a Malaysian family business.
When and How Should Family Members Be Promoted in the Family Business?
Commentary by Yoon Li Yong, Malaysia
Our family business, Royal Selangor International, is located in Kuala Lumpur, Malaysia. My great-grandfather started it in 1885. He was a tinsmith in the growing tin industry and began making products for households. We have never mined or smelted tin. Instead, we focus on adding value to tin. Our business has a strong brand and makes beautiful home products, many of which were designed in our workshop. The third generation was my father and three siblings. This generation internationalized the business to Europe, Australia, and the U.S. in the 1970s and built a network of offices, distributors, and wholesalers.
Today, we have a total of about 600 employees with most of us based in Kuala Lumpur. The family business is still privately held, and we have completed succession to the fourth generation. In our industry, product life cycles are long. Some of our evergreen products are twenty years old. However, the industry has shifted over the last thirty years; living has become less formal. The household items and gifts industry has, therefore, gone through some consolidation with brands either being bought out or shuttered. One has to be very passionate to work in this business but, then again, being constantly surrounded with beautiful things is a pretty good motivation.
In the fourth (my) generation, most of my relatives have been in some way or form involved in the business. Today, only two of us—my cousin and I—work full time in the business. I am the managing director; he is the executive director. I was an engineer by training before I did my MBA in 2004. In 2005 I joined the business as a retail manager for a few years before taking over product, manufacturing, and marketing as a general manager. From there, I worked my way up to where I am now. So, how are family members hired and promoted? Let me highlight our rules and our values.
Our Rules
- Every family member has to work elsewhere for at least two years after leaving school.
- If a family member is good at what they are doing and fits the company's needs, they might be invited to work here.
- We engage our nonfamily directors and managers for hiring family members.
- Once a family member is invited, they apply for a vacant position and undergo the standard recruitment process.
- Every family hire reports to their head of department, who may not be a family member.
- Every family hire starts as a regular team member.
- If the head of the department is a nonfamily manager, they make promotion decisions, and twice a year, they review possible promotions and provide employees with feedback. On average, we promote good employees every two to two-and-a-half years. The family council, however, can fast-track family members who excel in their jobs.
Our Values
Our family council includes six members electe d every three years from eligible voting members of the family forum. We organize a large family retreat every eighteen months. At every second retreat, we elect a new family council. A critical outcome of past retreats was the creation of our family charter. Our philosophy is to work together to generate solutions that meet the needs of both the business and the family. We communicate, work together, and practice integrity and love. We see our most important priority as remaining united as a family through spending time together and providing understanding and support to each other. We should maintain a balance of work, family, and play. We encourage family members to contribute views and ideas, to ensure participation regardless of age or experience. We recognise our responsibilities to resolve conflict through a process, to listen and communicate, and to unite in the face of external threats. We value our success, history, and legacy; and through our family council and family foru m we work to pass on to the next generations what has been so ably passed on to us.
Our Family Vision
Our Family Vision is to propagate the Royal Selangor name globally to be synonymous with pewter and good design leading to a vital and dynamic brand. We recognise that employees are a valuable asset. We will recruit, develop, and retain outstanding talent, both family and nonfamily, based on merit. The business will continue to be majority-owned by the family, in order to maintain the legacy of Royal Selangor. The board of directors will have family and nonfamily members. Family members not directly involved will have their views and interests represented through an active family council, and an evolving charter of good family governance. The business will be a good corporate citizen through its interaction with the community.
Questions for Further Reflection
- Are you familiar with the history of your family business promoting family members?
- Do you agree with the practice of promoting family members in your family business?
- Do you think this practice should be updated? If so, how?
- Do you have a family constitution/charter detailing how family members are hired and promoted?
- If you want to be promoted, as a Next Gen, within your family business, what do you do?
- How do nonfamily managers and board members see the practice of promoting family members?
Enabling Next Generation Legacies: 35 Questions That Next Generation Members in Enterprising Families Ask is now available in eBook and hardcopy. All royalties from Enabling Next Generation Legacies go towards the University of Ottawa’s Telfer Fund, helping students in need. Learn more at www.35questions.com.
To read more about how Telfer is shaping the conversation about the future of family enterprise, visit the Family Enterprise Legacy Institute and subscribe to our newsletter to stay up to date and be entered for a chance to win your physical copy of Enabling Next Generation Legacies. (you must have a delivery address in Canada).
- Category: Innovation and Entrepreneurship
In the coming months, The Telfer Knowledge Hub will be featuring select parts from Enabling Next Generation Legacies: 35 Questions That Next Generation Members in Enterprising Families Ask.
The result of years of international research and practical experience, Enabling Next Generation Legacies delves into the unique challenges that confront family businesses.
Telfer professors Peter Jaskiewicz and Sabine Rau have brought together the world’s leading academics, practitioners, and enterprising families to answer the most pressing questions faced by Next Generation members in a short and concise, yet meaningful way.
The book consists of best practices, real-life examples, and additional critical questions for reflection from nearly 100 contributors from 27 different countries. Expert commentaries come from members of the world’s leading family businesses including Auchan (France), Saputo (Canada), and Sabra (Israel), as well as from various academic experts from business schools around the globe like Kellogg, IMD, and INSEAD.
Below, read the response to a pressing question asked by family enterprises, followed by commentary from a Next Generation member of an enterprising family.
How Can I Prepare Myself to Work Effectively With My Fellow Family Owners?
Response by Peter Jaskiewicz and Elizabeth Tetzlaff, Canada
A PricewaterhouseCoopers survey of 956 Next Gens in 2019 from sixty countries and territories found that Next Gens have big plans.[i] With 70 percent of these Next Gens actively engaged in the family business, by 2025; 41 percent expect to be executive directors (i.e., owner-managers); 29 percent anticipate being majority shareholders; 15 percent plan on being involved in business governance, and the other 15 percent expect to become non-executive directors. In other words, 85 percent share the ambition of becoming owners of their families’ businesses.
As Marvel’s Uncle Ben reminds Peter Parker, “with great power comes great responsibility.”[ii] Ambition, like power, has its own counterweight—obstacles. So, it could be said, “with great ambition come great obstacles.” Despite their ambition, 52 percent of Next Gens have yet to be given the responsibility of a special project, and despite being “deeply engaged” in the family business, 64 percent of them admit that they are not being used as a sounding board. Worse still, 10 percent of these Next Gens feel unheard: “I make suggestions, but they are hardly ever listened to.” These statistics echo the sentiment that Next Gens shared with us: We are ambitious and want to work effectively as owners, but how can we prepare for that ourselves?
Ambition, Abilities, Approach, and Acceptance
In our experience, effective Next Gens have their “A game,” which includes four As—ambition, abilities, approach, and acceptance.[iii]
Ambition. To have ambition is to have determination and a strong desire to achieve or see something to completion.[iv] For Next Gens, this desire could speak not only to their desire to succeed as the successor, but also their determination to improve upon the advancements made in the family firm. Indeed, on one hand, we have met Next Gens who lacked ambition, stating: “I will never be as good as the incumbent.” On the other hand, we have met ambitious Next Gens who were keen to learn how to accelerate their own development and were eager to leave their mark. For instance, they talked about projects to reduce carbon emissions of the family firm, unify the family before spinning off outdated business units, or implement plans in the family office to sell investments that do not comply with environmental and social standards. Without their ambition, these behaviors might not take place. Ambition is thus the first necessary quality that Next Gens need to possess. However, in order for it to be beneficial and not destructive, ambition, like energy, needs a value-oriented direction.
Abilities. Abilities help to harness ambition and give it direction. Abilities are commonly equated with accounting degrees or strategy MBAs. However, the abilities that make effective family owners are much broader and include having good people skills, being able to motivate others on the team, having healthy coping mechanisms to deal with stress, and being able to approach conflict constructively. In his biography, Charles Bronfman—the second-generation former co-leader of Seagram—describes many effective decisions that he and his brother Edgar made, but Charles also discloses that his biggest mistake was to suppress his thoughts when his brother and his brother’s son brought forward proposals that were driven by their personal interests rather than business sense.[v] Charles says that he saw the problems of the family’s investment ideas but admitted that he did not use his veto right because he felt pressured to comply and wan ted to avoid conflicts. From Charles’s story, we learn how important it is for family owners to have an encompassing range of soft skills. We can also see that ambitions that are not properly guided can ruin the family business.
Approach. Having the right abilities equips the owner with a foundation onto which they can add an effective approach to decision-making processes in family business. In our experience, as long as all parties involved feel that their voices are heard and accounted for, family owners are able to make controversial decisions (e.g., How do we deal with an underperforming family manager?)—even if they do not fully agree with each other to start with. Otherwise stated, Next Gens need to understand what constitutes a fair process, communicate, and then implement such processes.[vi] We have witnessed, firsthand, good decisions failing because the family did not use an approach that allowed those involved to feel that they were all on equal footing in the decision-making process.
Acceptance. Finally, having the ambition and the ability together with the right approach leads Next Gens to the door, but in order to open it, a key is necessary: acceptance. It is not uncommon to experience the disheartening feeling of meeting everyone, having them congratulate you on the new board appointment, and then ignore you for the rest of the meeting (or the next five-to-ten years). This does not mean that the Next Gen will not be accepted, it simply means that Next Gens will need to accept that it is necessary to prove themselves in order to be recognized. Learning about ownership can look like attending family council meetings, being a board observer (visitor) in board meetings, and assuming formal roles in student groups, local not-for-profits, or regional family business associations. Rather than passively waiting for acceptance, Next Gens need to proactively work tow ard it. In other words, if Next Gens are able to commit to proving themselves outside and inside of the family business, then they will be more likely accepted as Next Gen leaders.
In summary, Next Gen owners’ effectiveness is an outcome of their ambition, abilities, approach, and acceptance. If the senior generation does not share influence and does not treat Next Gens as owners, the latter will be less effective. Similarly, fellow Next Gen owners can be destructive. If they are poorly prepared and immature, they can torpedo processes and push away effective Next Gens. Therefore, families and Next Gens need to do their part to ensure that none of the future owners become the Achilles heel of the family and the bottleneck of their enterprise(s). Families whose Next Gens bring their “A game” are more likely to make a difference for their families, enterprises, and communities.
Peter Jaskiewicz is the inaugural director of the Family Enterprise Legacy Institute (FELI) and co-author of Enabling Next Generation Legacies: 35 Questions that Next Generation Members in Enterprising Families Ask. He is a full professor of family business at the Telfer School of Management, where he holds a university research chair in enduring entrepreneurship.
Elizabeth Tetzlaff is a PhD candidate at the Telfer School of Management. Her research centers around exploring the impact of mental health on both the functioning of the business family as well as on the health and vitality of the family business. In addition to her research, Elizabeth is working on SSHRC-funded research study to understand how differences among families influence the longevity and success of their family businesses.
The ebook for Enabling Next Generation Legacies: 35 Questions That Next Generation Members in Enterprising Families Ask is now available. Learn more at www.35questions.com. Print copies available February 2022.
To learn more, visit the Family Enterprise Legacy Institute and subscribe to our newsletter to stay up to date on how Telfer is shaping the conversation about the future of family enterprise.
References
[i]“Agents of change: Earning your licence to operate,” PwC’s Global NextGen Survey (Germany: PwC, 2019), 1-26.
[ii] Spider-Man, directed by Sam Raimi (2002; Culver City, CA: Columbia TriStar Home Entertainment), DVD.
[iii] Mira Bloemen-Bekx, “Enriching the Early Phases of the Succession Process: An Explanation of the Role of Social Mechanisms in Business Families” (PhD diss., Hasselt University, 2019). Authors’ note: Mira Bloemen-Bekx speaks of ambition, abilities, and acceptance.
[iv] Oxford English Dictionary, 3rd ed. (2001), s.v. “ambition.”
[v] Charles Bronfman and Howard Green, Distilled: A Memoir of Family, Seagram, Baseball, and Philanthropy (New York: HarperCollins, 2017).
[vi] Ludo Van der Heyden, Christine Blondel and Randel S. Carlock, “Fair Process: Striving for Justice in Family Business,” Family Business Review 18, no. 1 (March 2005):1-21.
- Category: Innovation and Entrepreneurship
Family businesses pass more than ownership to the next generation – they also pass on traditions. And better management of these traditions can help family enterprises address two of their fundamental tensions: the need to modernize the business and the need to honour the founder’s vision.
Early studies suggested that traditions were an impediment to change because they burdened the family business with history. For instance, traditions could make family businesses risk-averse and less innovative because the preservation of the status quo trumps anything else.
However, as explained in a recently published article in The Conversation – co-authored by Peter Jaskiewicz, Telfer’s University Research Chair in Enduring Entrepreneurship – family firms shouldn’t be so quick to cast traditions aside. To explain the importance of traditions, the article weaves in examples from Greek folklore, using the famous stories of Theseus’ Paradox and Sophocles’ account of Oedipus. Parallels to the hit HBO series Succession are also made to explain how traditions can help and harm the family firm.
The article – adapted from an earlier paper published in Family Business Review – proposes that traditions shouldn’t be thrown out of the firm, nor rigidly enforced, but instead reinterpreted by the next generation. One way this can be done is through collective remembering: when senior family members share stories about past achievements and discuss their meaning with the next generation, they co-create narratives that are relevant to both generations. Another way is by retaining the structural elements of traditions — the rituals —but continually updating them to be relevant in today’s world.
It is through this rebuilding and reinterpreting of traditions that senior and next generation family members learn to better work together for the benefit of the family firm. Telfer’s new Family Enterprise Legacy Institute (FELI) – of which Jaskiewicz is the inaugural Director – encourages and supports these relationships, working directly with family enterprises to help them evolve while maintaining their authentic identity and traditions. Knowledge gained and applied leads to more family enterprises enduring from generation to generation – leading to a stronger Canadian economy.
To learn more, visit the Family Enterprise Legacy Institute and subscribe to our newsletter to stay up to date on how Telfer is shaping the conversation about the future of family enterprise.
Peter Jaskiewicz is the inaugural Director of the Family Enterprise Legacy Institute (FELI), as well as full professor of family business at the Telfer School of Management where he holds the University Research Chair in Enduring Entrepreneurship. He is also the co-author of new book, Enabling Next Generation Legacies: 35 Questions that Next Generation Members in Enterprising Families Ask.
Peter’s research on family business has received numerous awards and were considered among the most globally influential scholarship in 2013, 2015, and 2017. Peter has presented his research insights to members of the European Parliament, the European Commission, and employees of the United Nations. In addition, he has also worked with the federal government in Canada. His current research focuses on antecedents of transgenerational entrepreneurship and corporate reputation in family and founder firms. Moreover, Peter researches organizational outcomes of entrepreneurial legacies, managerial pay dispersion, and family dynamics in these firms.
- Category: Latest News
Canadian industry chief executive says our country needs a catalyst to spark space innovation and entrepreneurship.
Are you aware of the Space Race? It began on October 4, 1957, when the Soviet Union launched Sputnik 1, the first artificial satellite, into orbit around the Earth. Over the ensuing dozen years, the United States and the Soviet Union competed in a fierce and sometimes deadly duel of technological space one-upmanship. The race culminated in 1969, when the U.S. landed a manned mission on the Moon and brought the astronauts back home safely.
According to Daniel Goldberg—president and CEO of Telesat, Canada’s largest satellite company—a new space race is underway. But this one is of a different kind. We spoke with Goldberg recently and our conversation revealed that this new space race is a satellite-driven dash for commercial supremacy of low Earth orbit—and the high-paying jobs, vast sums of revenue, and surging economic growth that come along with it.
To be more specific, today’s space race is propelled by private and public sectors working in tandem. Private companies lead advancements in communications satellite manufacturing and production, while governments monitor, regulate and promote an increasingly complex panorama of technological development. The complicated and evolving interplay between private and public has created fascinating industry conditions.
Canada is in fierce competition for commercial supremacy in space
Dr. Wadid Lamine, associate professor of entrepreneurship at the Telfer School of Management, is at the forefront of scholarly research to understand how innovation and entrepreneurship play out in the space industry. His most recent article concludes that certain policies in Europe have created a space industry in that region with barriers to access, leading it to be dominated by two giant French aerospace companies—Airbus and Thales. As a result of this closed environment, new European entrepreneurs have constrained ability and little incentive to enter the aerospace market.
Goldberg and Telesat experience firsthand the industry conditions that Lamine studies. The company’s advanced constellation of 298 state-of-the-art low Earth orbit satellites, known as Telesat Lightspeed, puts Telesat in direct and fierce competition with U.S.-based industry giants SpaceX and Amazon. “We are in a market that is brutally competitive,” he says. “The companies we compete against often have access to very significant financial resources, and a lot of that is connected to support from their domestic governments.”
SpaceX is a prime example. According to Goldberg, the company has been so successful so quickly in large part because of its close relationship with the U.S. government, which provides SpaceX with major funding to develop products. The same conditions largely hold true for other Telesat competitors around the world. The biggest space industry firms in China and Russia for instance are either state agencies or receive major backing in the form of funding and purchases from national governments. In Goldberg’s mind: “For our country to maximize the likelihood of success, we have to harness the abilities of our different stakeholders and make sure they are executing where the big opportunities are.”
Canada needs a space for collaboration, innovation and entrepreneurship
The Telesat CEO offers a solution. He contends that Canada’s space industry needs what he calls a catalyst or convening function to bring government, businesses and academia together in common cause. Only then can the industry gain the clearest possible understanding of the opportunities that warrant substantial investment, the insights emerging from university researchers, and the technological innovations arising from universities writ large.
A space industry catalyst is not a completely unfamiliar idea. The United States established its National Space Council, chaired by the country’s vice-president, because it recognized the strategic importance of the public and private sectors working together. The United Kingdom has followed the U.S. example. Closer to home, Canada has taken much the same approach in various sectors other than space. Our country’s Innovation Superclusters are convening agents to nurture innovation ecosystems in industries such as digital technology and advanced manufacturing.
Goldberg’s rallying cry dovetails neatly with Lamine’s most recent research findings. Lamine found that innovation and entrepreneurship in the space industry only really take off when policymakers, entrepreneurs, established firms and university researchers build strong alliances. “This could be achieved by policymakers creating a space and working at the regional level to bring universities, industry and policymakers together to learn from each other, share ideas and transfer knowledge,” he writes.
Universities and their researchers are central to space industry partnerships
Both Lamine and Goldberg believe that universities and academics must be part of any relationships sparked by a space industry catalyst. Goldberg in particular sees two main benefits from university participation. First and foremost are new insights that are unearthed by expert university researchers.
“You have a lot of academics doing ground-breaking research on space communications and new battery technologies,” he says. “I believe there should be greater dialogue between what we are doing in the private sector and universities, and ongoing, regular dialogue and exchange about things that we are both seeing.”
Goldberg also anticipates a workforce benefit. “We are hiring a lot of people, including co-op students, out of universities,” he says. “We need to make sure graduating students come with the skillsets we need.” Dr. Lamine concurs. He notes that establishing the kind of deep, multi-faceted partnership referenced by Goldberg would create a vital “triple helix relationship” among universities, industry firms, and policymaking officials and institutions.
Two prominent voices—one in the private sector and the other in academia—are calling for the same thing: greater dialogue and richer partnerships within Canada’s broader space industry. Their voices might just be the catalyst our country’s industry needs to thrive even more in the new space race.
- Category: Telferimpact
Place à la jeunesse is an outstanding experiential learning opportunity for Franco-Ontarian high school students organized by the Telfer School of Management each year.
It is a program for young students with an interest in business that consists of an in-class component focused on key business topics followed by, as central component, a case competition. The Jeux du Commerce inspired competition has been bringing together Franco-Ontarian youth since its first edition in 2004. The competition hosts over 90 students from French-language high schools across Ontario, aged 15 and 19.
The program also serves as an opportunity to promote the pursuit of post-secondary education in French and at the same time enriches the students' business knowledge through an immersive and extraordinary hands-on experience.
The students learn a lot in class, but the opportunity to practise theoretical skills in an environment that encourages creativity, innovation and critical thinking is the main value-add in their academic development.
Participating students are also given the opportunity to compete for scholarships they can earn for their future studies at the University of Ottawa.
The Competition
The Place à la jeunesse (PALJ) competition creates an environment that encourages participants to grow and share their ideas, contextualize real issues, and solve them.
Traditionally, the competition is divided into the following academic sections:
- Marketing
- Accounting
- Entrepreneurship
- Debate
Students are given three hours to analyze a case study, find the primary and secondary problems, come up with solutions, prepare their answers and present them to a panel of judges.
Their presentations are evaluated by judges from the community, the Telfer School, and/ other local professionals. Judges provide critical feedback to each team so that members can improve and develop their skills beyond the competition.
“It feels good to see our students engaged, full of energy and finally having experiences,” says Shelley Ryan, a business teacher at E.J. Lajeunesse High School, who saw her students take part in the 2021 edition.
Linked with Experiential Learning Goals at Telfer
At the Telfer School of Management experiential learning is an important component of any student’s journey. Experiential learning is deeply integrated in our programs through our active learning courses, learning lab and co-op program amongst other opportunities. Students benefit greatly from these learning experiences and can use them to develop and explore new subjects, valuable at any learning level.
For Franco-Ontarian students, Place à la jeunesse is a great early experiential learning opportunity to participate in that offers a taste of what to expect during their university studies. It also has the advantage of being offered in Canada’s capital, the heart of bilingual Ontario. It’s one of the few experiential learning opportunities of its kind.
Moreover, an Ontario government curriculum document on experiential learning states that this approach allows students to develop transferable skills such as oral expression, critical thinking and the ability to summarize large amounts of information.
During the Place à la jeunesse competition, students can display their theoretical knowledge and apply it to real situations as well as gain peer recognition and possible scholarships.
How to Get Involved
If you or someone you know attends a French-language high school in Ontario, this unforgettable experiential learning experience is a chance to prepare for university life and develop a network of contacts with students and community members throughout French Ontario.
Participating students can win university scholarships. This fall, winners of each section received University of Ottawa scholarships worth a total of $58,500.
If you are interested in getting involved with the organizing committee, there are opportunities for this too. “We’re always looking for people who passionately care about education, entrepreneurship and French to help us organize the event,” says Catherine Gingras, Telfer BCom student and chair of the organizing committee for the 2021 edition.
Learn more about Place à la jeunesse and get involved in the next edition.
- Category: Innovation and Entrepreneurship
In the coming months, The Telfer Knowledge Hub will be featuring select parts from Enabling Next Generation Legacies: 35 Questions That Next Generation Members in Enterprising Families Ask.
The result of years of international research and practical experience, Enabling Next Generation Legacies delves into the unique challenges that confront family businesses.
Telfer professors Peter Jaskiewicz and Sabine Rau have brought together the world’s leading academics, practitioners, and enterprising families to answer the most pressing questions faced by Next Generation members in a short and concise, yet meaningful way.
The book consists of best practices, real-life examples, and additional critical questions for reflection from nearly 100 contributors from 27 different countries. Expert commentaries come from members of the world’s leading family businesses including Auchan (France), Saputo (Canada), and Sabra (Israel), as well as from various academic experts from business schools around the globe like Kellogg, IMD, and INSEAD.
Below, read the response to a pressing question asked by family enterprises, followed by commentary from a Next Generation member of an enterprising family.
Who Is Considered Part of the Family?
Response by Gibb Dyer, US
The question “who is considered part of the family” is important for both academics and consultants who study and work with family businesses as well as family business owners and managers themselves. For academics and consultants, identifying who is considered family is key to determining a family’s impact on a business (and the business on the family) while those families who own and manage a business often need to decide if those who are considered family will have an opportunity to be involved in the ownership or management of the business.
Definition of “Family”
To identify who makes up a family we need to understand what people commonly consider a family to be. The definition of family is problematic today given the various types of families that exist. For our purposes, a family will be defined as “individuals who identify themselves as a family unit, are recognized by others as part of a family, and share a common biological, genealogical, and/or social history.”[i]
Families come in all shapes and sizes. Common family types include the nuclear family (father, mother, and often children), extended family (one or more children living with a parent and a related nonparent adult, often a grandparent), blended family (one or more children living with a parent and a stepparent), cohabiting family (one or more children living with a parent and an unrelated adult), a single adult/parent family, and a polygamous family (typically one or more children living with a father who has multiple wives).
Family as a Social Construction and Legal Entity
These different family configurations raise interesting questions concerning who is considered family. For example, should a child consider an unrelated adult cohabiting with her mother a family member? Or should a child consider the children of a stepparent members of his family? While there are legal determinations of what constitutes a family, very often family is a social or cultural construction created by family members. For example, while a stepparent might legally adopt a child, that child may not recognize or relate to the stepparent as her father or mother. In other situations, there are parents who “disown” their biological children—the parents may be biologically related to a child, but they do not recognize that child as a member of their family, often due to what the parents consider bad behavior on the part of the child. However, when it comes to inheritance, unless a family member is explicitly denied an inheritance in a family member’s will, they might still have a claim on that family member’s assets—particularly if that person is a blood relative or a spouse —and those assets might include the family firm.
Family Roles in the Family Firm
We see families who own and manage family businesses having family members take on a variety of roles in the business. Ownership and management roles in the business typically consist of family members who are central to the business and have the most power. Other family members may have management roles but are not involved in ownership. Often Next Gens fill this role but hope to eventually be owners when succession occurs. Conflicts may occur when certain family members own the business but are not managers in the business. Family members who are in the business typically benefit from their salary and other perquisites that managers receive and are generally interested in putting profits back into the business to help it grow. However, family members who are owners and not managers typically want the profits from the business to end up in their pockets so they can benefit from the business’ success. This creates natural conflicts between family members who are owners and family members who are managers in the business (and may be owners as well). During succession, family members who haven’t been either owners or managers may want to lay claim to the firm’s assets increasing the likelihood that family conflicts will occur. Even if a family member hasn’t been involved in owning or managing the business, she may lay claim to the firm’s assets based on inheritance or some other criteria. For that reason, it is important for a family to determine not only who is currently considered family but who in the family may have a legal claim to the family’s business assets.
Family Membership and Succession Planning
Family conflicts and lawsuits are often the result of ambiguity regarding “who is the family.” With that in mind, it is important for families who own businesses to identify all individuals in the family who currently or may in the future be involved in family business ownership and management, take those family members into account when making decisions regarding the firm, and make provisions for those family members who will likely not be owners or managers. The rule of thumb is for parents (or other senior family members) to leave other assets in their wills (money, property, etc.), not family business ownership, to such heirs to avoid conflicts.
These issues are also important to consultants who want to help family firms.[ii] Research shows that before succession takes place the family should put together a clear succession plan, specifying which family members will be owners and managers in the business. It is important to share that plan with the family before succession takes place. To do this, the family needs to identify who is legally considered a member of the family and thus may have legal claims to the firm’s assets as well as those who may not be considered legal claimants but are viewed to be family members with many of the privileges of legal family members. To plan for such a change, research by Ivan Lansberg and others encourages family members to have common goals or a “shared dream” along with creating ownership structures and processes to resolve these potential conflicts.[iii]
W. Gibb Dyer (PhD MIT) is the O. Leslie and Dorothy Stone Professor in the Marriott School of Business at Brigham Young University. He has been a visiting faculty member at IESE in Barcelona, Spain, and a visiting scholar at the University of Bath. He has published nine books and over fifty articles and his research has been featured in Fortune, The Wall Street Journal and Fast Company. His recent book, The Family Edge, focuses on how “family capital” supports business growth. He has been ranked as one of the top ten scholars in the world in the field of family business.
Commentary by Marcelo De Rada Ocampo, Bolivia
My family’s business is an international insurance brokerage in Bolivia. After a decade of experience working for both U.S. and Bolivian insurance companies, my father started the business in 1995 and grew it to become the largest brokerage in Bolivia in terms of revenue, clients, and number of sales agents with presence in all cities in Bolivia. In 2009, he and two partners from Ecuador and Venezuela developed a strategic alliance that made them the third-largest MGA (managing general agent) in LATAM, partnering with ten different international insurers, managing hundreds of distributors, and operating twelve offices across seven different countries.
I am the oldest of three from my father’s second marriage. My half-sister is thirty-seven and lives in Florida, while my younger brother (twenty-five years old) is in San Diego, and my younger sister (twenty-two years old) lives in Miami. After studying in the U.S. and working at start-ups in San Francisco for two-and-a-half years, I returned to Bolivia to help my father in the family business. I worked as a sales operations manager, splitting my time between empowering sales agents with training and new digital tools, and the insurance partners negotiating new policy coverages, premium increases, and sales incentives. Now, while I am doing my MBA at INSEAD, I continue to support my father as an advisor, holding weekly to biweekly calls with him to discuss the strategic and operational challenges of the business.
The article is a good starting point in understanding why it is important to define who is considered part of the family in a family business. I agree with Prof. Gibb Dyer that having a clear definition is essential in helping the first generation build a fair process with regards to the ownership and ownership of the business. This can be critical when future generations start getting involved in the business and don’t have the same understanding of who is considered part of the family and its impact on the business. Even just as a second generation, I frequently found myself between my two parents in discussions about the fairness of financially supporting struggling family members in each of their extended families. There were efforts of providing employment to extended family members, which ended up creating more harm than good, probably caused by the lack of clarity regarding the roles of each family member in the family firm. From my experience without clarity about the rights and responsibilities of owners and managers, succession planning has been difficult to push forward. An owner must understand and allow the manager to operate the business successfully, while the manager must also provide the owner with enough transparency on the strategic alignment and execution of the business in order to put to best use the business assets.
The ebook for Enabling Next Generation Legacies: 35 Questions That Next Generation Members in Enterprising Families Ask is now available. Learn more at www.35questions.com. Print copies available February 8th, 2022.
To learn more, visit the Family Enterprise Legacy Institute and subscribe to our newsletter to stay up to date on how Telfer is shaping the conversation about the future of family enterprise.
References:
[i] Gibb Dyer, The Family Edge: How your biggest competitive advantage in business isn’t what you’ve been taught—It’s your family (Sanger: Familius, 2019), 15.
[ii] Jane Hilburt-Davis and William Gibb Dyer, Consulting to family businesses: Contracting, assessment, and implementation (San Francisco: Jossey-Bass/Pfeiffer, 2003).
[iii]Ivan Lansberg, Succeeding generations: Realizing the dream of families in business (Boston: Harvard Business School Press, 1999).
- Category: Alumni in the Lead
New research from the Telfer professor Darlene Himick suggests that public pressure is necessary if we are looking for ways to tackle the climate crisis. But while dialogue is important to put pressure on the financial system, Telfer alumnus Sean Sirois (BCom ’83, CFA, ICD.D, RIPC) believes we need concrete action now. We sat down with Sirois to discuss new research and practices, from selective divestment to responsible investing, and identified some of the major transformations needed to make our financial system more sustainable.
Defining sustainable investing is tricky but necessary
Many first-time investors are turning to what is being advertised as “sustainable investing,” hoping that their investment choices will help reduce carbon emission and address the climate crisis. For Telfer alumnus Sean Sirois, who has worked extensively in capital markets with large financial firms such as TD, JP Morgan and Deutsche Bank and is now a senior adviser at KingsRock, a global strategic advisory firm, often this is not the case.
Investors may think that they are purchasing sustainable or responsible funds, but the real impact of what they are doing is often minimal. For Sirois, also the founder of Demeter Advisors Inc., which consults on sustainability issues, “by greenwashing the economic system, Wall Street is delaying overdue systemic solutions.”
Sustainable, or responsible, investing is new, and there is no universally accepted definition of it. National and provincial regulatory bodies and other organizations such as the Chartered Financial Analyst Institute will be clarifying what can be called a “green fund” or another type of sustainable investing, taking into account environmental, social and governance issues. Sirois hopes this will enable investors to direct their capital to the right area for the right reasons, help regulatory bodies discourage greenwashing and hold companies accountable.
Many organizations have developed frameworks for responsible investing. The UN-produced Principles for Responsible Investment (PRI), for instance, outline six internationally recognized principles to help organizations implement responsible investing and publicly demonstrate their commitment. To date, over 2,500 institutions and investors with US $121 trillion in assets have signed on to the PRI.
The impact of public pressure in the financial system
The oil and gas divestment movement is one of the many environmental initiatives pressuring the financial system to go greener: to date, 1,300 institutions, with investments worth over US $14 trillion dollars, have committed to divesting from fossil fuels.
Pressure from these public groups may reduce the amount of capital flowing into these stocks, but Sirois, who also is working for a U.K.-based innovator that is commercializing an environmentally friendly substitute for single-use plastic materials for e-commerce and a Singapore-based company that has developed engineering innovations that improve container shipping efficiency and effectiveness, warns that some of these actions may have a limited effect on the financial system.
The commitment to divest from oil and gas is relatively small: over US$230 trillion of investable assets are currently floating in the global capital and public markets. Oil, gas, coal and energy stocks represent only 3% of total capital markets assets. “We also need to remember that … other companies or investors will be willing to buy oil and gas assets for a lower price, in which case the harmful gas emission activities will continue,” Sirois says.
Directing capital to promising sectors
Sirois advises investors to identify the sectors where their investment will reduce carbon emissions. “One area leading the way is the renewable energy sector.” According to the International Renewable Energy Agency list of financial commitments in renewable energy, the global renewable energy market had US$700 billion in revenue in 2020. The sector offers opportunities to investors: “If you’re in a growing market, your investment can potentially be more profitable than in a sector in decline” he says.
A lot of investment will be needed to support energy efficiency, electrification, infrastructure, and other areas, which total US$110 trillion according to a 2020 IRENA report on investment needs. “We need a major turnover in where our capital is invested today to meet some of the international environmental targets and improve the environment tomorrow,” says Sirois.
On the right track, but bigger changes needed
In Canada, a growing number of retail investors are choosing funds and products that support energy efficiency, renewable energy, water purification and other initiatives. In the public sector, large pension funds are working to lower the carbon emission weight in their portfolios, and some funds set out specific responsible investing guidelines for their asset managers. Sirois mentions the Responsible Investment Association call to action: “The association has recently called members to commit to take action that can help us achieve net-zero emissions by 2050.”
There is certainly momentum, but Sirois thinks a larger transformation needs to happen for Canada to reach the 2015 Paris Agreement climate goals. “The COVID-19 pandemic has taught us that we need to listen to science. We also need to encourage our political leaders to bring in rules and regulations that will force real change,” he says. Open dialogue is also key. “This includes understanding others’ points of view and communicating how we move forward to reach our goals,” he adds.
What Telfer is doing for sustainability
Telfer’s programs and research around responsible investment can help finance leaders, policymakers and companies support a greener future for Canadians.
- The Telfer Capital Markets Program is a two-year development program for students seeking to learn more about capital markets. The program’s curriculum includes course work in finance, as well as mentorship, workshops, networking and the opportunity to manage a real investment portfolio.
Sirois is on the program’s advisory board. He explains the new program focus: “We are revamping the Telfer Capital Fund into a program for students that considers environmental, social and governance factors and focuses on investing capital in the companies of the future, companies that will help with the transition to a lower carbon economy.”
- One of Telfer’s areas of strategic impact is Globalization, Governance, and Sustainability. Researchers are advancing our understanding of the role and impact of organizations on social, environmental and economic sustainability in Canada and globally.
One of these researchers is Professor Darlene Himick. Himick’s recent research is on how public pressure affects oil and gas divestment by public funds. According to Sirois: “Governments must change the rules of the game in order to create incentives for industry to literally clean up its act, and for investors to put their capital into areas that will create a sustainable future.”
By Lidiane Cunha
- Category: Innovation and Entrepreneurship
The acknowledgement of the need for reconciliation through Truth and Reconciliation Day is a step in the right direction, but there is still more progress to be made as hundreds of Indigenous communities currently hold boil water advisories.
Advisories like these mean that in order to consume and use the water through their existing water systems, Indigenous communities must first boil the water to consider it safe. In some communities, the water is not usable at all.
University of Ottawa student and Project Manager of the Nibi Project at Enactus uOttawa, Alexandra Whiteduck, grew up with unsafe drinking water, despite only living an hour and a half from the Nation’s Capital.
“I grew up in a community 1.5 hours north of Ottawa, and I grew up without clean drinking water,” shared Alexandra.
As someone who has experienced the issue first hand, Alexandra now works on the student-led initiative, Nibi, to bring safe drinking water solutions to other Indigeneous communities through testing and purification solutions.
The map on the left shows the number of Indigenous communities in Canada with boil water advisories (note that the map does not include the do-not-use advisories) - via watertoday.ca.
The Importance of Clean Drinking Water
Without clean drinking water, the basic necessities of life are not met. Alexandra encourages you to ask yourself the question:
“What tasks do you plan on doing today? Are you going to wake up and have coffee? Drink a glass of water? Take a shower? Brush your teeth? Wash the dishes? All these tasks are not accessible to Indigenous communities.
As you go throughout your day, consider these questions and ask yourself: could I do this if I didn’t have access to clean water? There will be many tasks where the answer would be no, and for Indigenous communities, it continues to be the truth for them everyday.
If we work hard towards a future where Indigenous communities all have access to clean water, their everyday lives and everyday productivity would change drastically.
The Nibi Solution
How they’re helping
Alexandra became a part of the Nibi team as the second Project Manager. The two Project Managers before her who started the initiative were other uOttawa students Michelle Wronski and Elisabeth Mercier.
“Michelle and Elisabeth founded this project because they saw a large gap in research and support for the water crisis in Indigenous communities. They were extremely passionate about the issue and wanted to find a solution to fix it.”
The two founders saw Alexandra speak on the issue, and instantly saw her as a good fit to join the team. As someone who has lived without clean drinking water, Alexandra is able to bring first-hand insights on where support was lacking and how it could change to better Indigenous communities.
The student-run initiative now focuses on three different pillars of support: Testing, purification solutions and workshops.
For testing, Nibi connects communities with certified partners that help teach them how to monitor water on site. This gives Indigenous people ownership of their water treatment and the ability to monitor the systems themselves.
Nibi also helps Indigenous communities find purification solutions that work with their socio-economic needs. Unlike working with government bodies, the communities are not forced into accepting any help or taking action after the results are given.
“We conduct need-based assessments to identify purification solutions that meet their needs. It’s all their choice; if they want to work with us we will, but if they don’t, no problem.” The Enactus team then finds the contaminants in the water and asks the communities what they hope to see from the purification process.
Lastly, Nibi hosts workshops to empower youth to keep control of their water quality and infrastructure. The Nibi team also converses with Indigenous youth to see what they hope their communities look like in the future.
How to get involved
To join the cause with Nibi, you can attend their workshops and better understand this key issue. The team is also hiring a number of students to double their team’s size this fall including positions in:
- Science
- Outreach
- Business
- Indigenous Relations
- Marketing
- Sales
On this day of Truth and Reconciliation, it's important to remember that there is still a lot to be done. We hope everyone takes this day to continue to educate themselves on the lives of Indigenous people and how they are impacted by current legislations.
- Category: Telferimpact
Moving in a big city can often seem logical upon choosing to pursue post-secondary education, but it remains a big decision especially when if we grew up in a small town. Studying in Ottawa often comes with many opportunities, notably given its political and economic opportunities amidst a vibrant culture fuelled by its own people coming from around the world. However, Ottawa’s portrait would be quite different without its large French community.
In the spirit of this day of celebration for Franco-Ontarians, we met with two students, Émilie Lebel and Alex Dalcourt, born and raised in French communities in Northern Ontario. Their experiences at the Telfer School of Management will shed light on why they chose Telfer for their post-secondary education and haven’t had any second thoughts about this decision since.
French at the centre of the decision-making process
Raised in a bilingual household in the predominantly francophone community of Hearst, Ontario, Alex attended French school all his life and had access to services and activities in French without even having to think about it. “The presence of a French community at uOttawa was crucial in my decision to attend my post-secondary studies here, in Ottawa,” shares Alex. After living on Vancouver Island for a year he came to realize how ‘lucky’ he had been to be able to speak and live in French: “When it came time to apply to universities, it didn’t feel right to apply anywhere other than uOttawa,” added the Commerce / Juris Doctor student who is in his final year of his program.
Émilie had a similar academic path throughout elementary and high school where French was predominant: “Kapuskasing, ON is a small town where most of the population is bilingual, but in the community, French was always the main language spoken,” shares the fourth-year marketing student who is also enrolled in the French co-op program.
It was, thus, an easy decision for her to pursue her post-secondary studies in French, but she also wanted to stay in Ontario to be as close as possible to her family: “The ability to complete my program in French and participate in activities in my mother tongue at Telfer made choosing a university easy,” recalled Émilie. She added: “Not only is Telfer a great school that provides me with professional opportunities beyond the classroom, but it’s also a place where I can freely express myself in the language that I feel most comfortable in.”
Living in a Francophone Environment
In addition to studying, universities are also place of growth, both on a personal and intrapersonal level.
Therefore, it was important for Émilie to be able to express herself in French both in-class and upon participating in extra-curricular activities; the Telfer community has always offered her that chance: “I have almost never participated in an activity where there wasn’t other francophone students,” she explains. “Throughout my studies, I have never been in a situation where I couldn’t express myself in my language. I have participated in many case competitions, including the Telfer Internal Case Competition, Pitch Your Brand with the Telfer Marketing Association, Happening Marketing and Jeux du Commerce, and I have always been able to do oral presentation and pitch in French.” Émilie also had the chance to increase French presence within the CASCO team along with other francophone students, improving communication with the community as a result.
Alex also values the ability to rely on his own French heritage and culture throughout his student experience at Telfer. He met like-minded peers in the process: “I have found a community with whom I can communicate in French freely,” he explains. For example, Alex was a volunteer, a member, then the co-president, of the Place à la jeunesse executive committee over the course of three years. “This French academic case competition is a perfect example of how I am able to work with colleagues, the faculty, and people and organizations outside of the University, all in French, toward a common goal,” he reflects.
Thriving in French
Moving out of one’s hometown for the big city always comes with difficult reasoning and challenges, but both Émilie and Alex agree on one thing: you’ll never be alone in this adventure.
“Don’t be afraid to speak your language!” exclaimed Émilie. “You’ll be surprised at how large the francophone community is, and how open and supportive non-French-speaking students are. You will never not be able to express yourself in French, in clubs, and activities at Telfer,” she concluded.
Alex wanted to leave a word of advice to students coming from remote French communities: “Cherish your language to use it to your benefit, be it to take part in different opportunities or to meet new people. You already know how precious your language and culture are. You now get to thrive in both your personal and professional lives in Ottawa and around the world.”
- Category: Alumni in the Lead
Wiam Ben Karroum graduated from the Telfer School of Management with a double degree in Finance and Business Technology Management (MISA) in just April of 2021. She has already secured a full-time role at Deloitte on the Technology, Strategy, and Transformation team, after completing a co-op with the company during her studies.
Not stopping there, Wiam is also actively working with Forget For A Moment Foundation, which is focused on sensitizing healthcare facilities by bringing nature inside their walls. A registered charity since 2012, the foundation was started by uOttawa alumna Jeannine Lafrenière, who went through cancer herself and wished to see something other than magazines in hospital waiting rooms for patients, families, and staff working.
We met Wiam virtually to better understand how her extracurricular involvement in clubs like Women in Management Network (WMN) helped her get involved with the Forget For A Moment Foundation. Like many other Telfer grads, Wiam is now helping to build a Better Canada.
Why was it important for you to be involved in extracurricular activities when you were a student? What did you learn in your time volunteering with clubs?
“Getting involved in multiple student-led clubs at Telfer helped me develop myself personally and professionally. I had a chance to gain more leadership and communication skills and it gave me the opportunity to discover my interests and passions outside of taking classes! I fostered meaningful relationships with like-minded students that helped and supported my growth through the university experience and beyond.
I also launched the podcast “Words with WMN” during the pandemic! Being part of the Women in Management Network (WMN) allowed me to meet incredible women leaders and made me realize where we stand on the topic of diversity and equality today and how much work is yet to be done. I was able to give back to my community and be part of causes bigger than myself, which ultimately brought me to the Forget For A Moment Foundation.”
As a new grad, what was the best thing you took away from your Telfer experience?
“The best thing I took away from Telfer is my now refined ability to network and maintain genuine connections. Overall, I had a wonderful experience, from trying new things and exploring the community to being involved in clubs and the Profession of Management Consulting Program (PMCP). I learned the power of saying “yes” and continuing to get involved past graduating. Telfer made me realize I am interested in things I didn’t even know about so the curiosity and opportunities I took away are so important.”
Wiam actually joined the Forget For A Moment Foundation as a Campaign Coordinator in her last year of university, thanks to the suggestion from Omer Livvarcin, her professor of Digital Enterprise. Currently busy raising funds for the living wall in the Orléans Health Hub, the foundation works to finance the construction of natural structures inside healthcare facilities and to help pay for their first year of maintenance. And they’re not doing it just because plants look beautiful. Numerous studies have proven that simply looking at plants in healthcare surroundings helps patients, families, and staff reduce stress.
The Foundation seeks to give the sick, their relatives, their caregivers and staff, a natural, healthy, and delightful garden to provide a momentary break from their fear, pain, and stress.
Wiam is working with interested individuals and companies to join the partnership program or donate directly through the website. The Foundation has a goal of systematically including nature in the designs of 10 hospitals, long-term care facilities or nursing homes over the next decade.
Wiam’s passion for this cause shines brightly and it’s a perfect example of Telfer’s mission to create profound social change through the Better Canada initiative. In addition to this wonderful project, we also asked Wiam about her future:
What are your plans for the future? Anything in particular you are looking forward to?
“My plans are to continue working with WMN founders to expand the network and to be involved with the Forget For A Moment Foundation to grow it to a national level. I am also excited to start my full-time journey in Technology consulting!”
We are so proud of all Wiam’s accomplishments and we are so happy that her involvement in Telfer Nation was able to provide her with confidence and leadership skills to pursue non-profit work alongside full-time employment. We are also proud to see an alumnus connect with our mission to Build A Better Canada. We wish Wiam the best in her future endeavours.
- Category: Health Systems Management
Telfer PhD candidate, Peyman Varshoei, started his doctoral journey in 2017 when he moved from Iran to Ottawa. Since then, he has started on his three-chaptered thesis for his PhD in Management with a Specialization in Health Systems. He met his wife (Elmira Mirbahaeddin) who is also a doctoral candidate in the same PhD program at Telfer School.
The focus of his research relates to various medical scheduling problems which includes patient appointment scheduling, staff scheduling, clinic block scheduling, home-care nurse scheduling, routing, and more. After the onset of the COVID-19 pandemic, the importance of his research became evident more than ever. His research contributes by strengthening pandemic-wave recovery through preventing extreme back-log of elective surgeries cancelled during the earlier waves of COVID-19.
Becoming a Telfer PhD Student
Peyman was connected with the Telfer PhD program when he was consulting a graduate student who was working on her master's degree project in Iran. Through this project he was introduced to professor Jonathan Patrick.
“[Professor Patrick] encouraged me to apply to the PhD program at Telfer School, I heard about Telfer before, and I knew it has generous packages for international students and also has powerful computer labs that could facilitate my research” explained Peyman. “It was a pleasure for me to apply and be admitted to Telfer.”
Thus Peyman began his PhD journey and is now starting his fifth year in September 2021. Peyman has previously completed his Bachelor’s of Science in industrial engineering in which he graduated with distinction and was invited by the same school in Iran to directly pursue a master’s degree in Systems Engineering. This engineering background provided him with an interdisciplinary perspective and the required methods and skills to work on complex mathematical problems, particularly in healthcare analytics.
“I chose to do my PhD in Management with the Specialization in Health Systems because I did some research in that area during my undergraduate and graduate years in Iran. I was searching for opportunities to expand my knowledge in advanced analytics techniques, and to also explore the connections between my area of interest with health systems management.”
His educational background and eagerness to learn drove him to research newer topics such as business optimization and medical scheduling.
“I have always been passionate to work on innovative ideas that optimize health systems. . So, choosing this PhD program and focusing on the optimization of scheduling in health care services gave me the opportunity to enhance my skills and apply my knowledge to health care problems in the real world.”
Learning and skills acquisition
Peyman has been keen on developing his ability to learn how to learn. By challenging himself with new topics and problems, he managed to exercise many learning curves.
“I’m learning things everyday non-stop. I need to improve my skills regularly, so I am trying to explore new ways that I can quickly learn. I am happy with everything that I have explored throughout my research,” he states as he emphasizes the importance of getting out of his comfort zone to enhance and advancehis skillset while obtaining his PhD.
Peyman faced many challenges that he overcame by adopting an open mind with curiosity. He explained “I explored a lot in the literature because I didn’t have a broad background in optimization. My background was mostly in simulation modeling” he adds: “I had to find a way to solve new optimization problems during my research. For example, in my first chapter, I had to figure out how to make a trade-off between two or more conflicting objectives through connecting a stochastic and a deterministic optimization model and spent days figuring out how to do it. I learned new programming languages as well as several solution methods for addressing the problems that I am working on.”
Working with supervisors
His main resource for obtaining new knowledge, he said, was access to professors and researchers who were knowledgeable and willing to advise him during his research in the areas that he was interested in. In addition to his supervisors, Peyman had the opportunity to engage in research and teaching activities with the other Telfer faculty members. Therefore, he has been able to further expand his experience through various research projects as well as teaching undergraduate courses. Peyman refers to the faculties at Telfer: “they made my PhD program even more fruitful by generously sharing their professional experience and knowledge in research with me.”
Professor Jonathan Patrick, also commented on Peyman’s enthusiasm towards learning: “One of the real pleasures about working with Peyman is his willingness to take on new tasks and learn new methods and/or software. He is not afraid to tackle new methodologies and readily asks for guidance if he is uncertain. These characteristics of his will stand him in good stead as he continues in his career as a researcher.”
During the first two years of PhD, Peyman went through his coursework. He explained: “My supervisors supported me in many ways, for example, in choosing the right method courses and the other ups and downs that an international newcomer PhD student from another educational system might face with. Moreover, they guided me to the additional skills and methods that I needed to prepare for my comprehensive exam and my thesis program of research. I believe this individualized support has been of great importance for the progress of my thesis research.”
Being a PhD Student During COVID-19
Researching a Pandemic from Home
When the pandemic hit in 2020, Peyman, like many, was unsure how his education journey would continue. However, it turned out to be the pandemic itself that led him to develop what would be the first chapter of his thesis.
“While I was exploring different home care problems in the literature to start developing the first optimization problem in my thesis, the pandemic started. We identified a new problem about admitting elective patients to hospitals during pandemics, which later became my first chapter. The problem was how to admit elective patients in a hospital during a pandemic while ensuring the hospitals are ready to empty some capacity for pandemic patients in case of a surge in the pandemic-driven demand” explained Peyman. This problem became evident after the first wave of COVID-19 hit and hospitals faced massive backlogs of elective surgeries because of the cancellations.
“What happened during the first wave was a new situation for the hospitals because they were afraid of the coming COVID-driven demand and they emptied lots of beds and resources for a predicted demand that never happened during the first wave. So, their resources remained under-utilized while they had cancelled many elective procedures and caused a massive backlog of elective patients.”
Peyman put his focus on this new topic, despite the uncertainty around the topic and its solution method. His COVID-19 research was pursued in pandemic-style: at home.
“I was at home all the time during the pandemic. I followed the news that was relevant to my research.” shared Peyman. He specified that because it was a novel problem in the literature, he had a lot to delve into when working from home. “I read the news a lot, I searched for keywords and specific news articles. I worked hard to develop a new methodology.”
Eventually, he was able to develop a solution to this issue: an elective patient scheduling policy that would allow admitting patients during the pandemic waves while ensuring the hospital can empty enough beds for pandemic patients over a short warning period.
Managing the Impact of Future COVID-19 Waves
With his research Peyman hopes to lessen the negative impact of COVID-19 and other pandemic waves in the future.
“We may see more covid waves later. In the future, we can benefit from the lessons learned during the first wave and I believe the findings of my research can help hospitals to minimize cancellations.” he explained.
The model would help hospitals to adapt quicker and more efficiently than the first wave of COVID-19, allowing for a faster post-pandemic recovery.
Participating in Conferences
When Peyman progressed with his research and developed the structure for the forthcoming chapters, his supervisors invited him to present the findings of his first chapter at the Canadian Operational Research Society (CORS) 2021 annual conference. “This was a great opportunity for me to share this research and to get feedback from the participants and experts in this area. Happily, we received encouraging comments from the audience, especially about the novelty and timeliness of the topic as well as the innovative method that was developed” He said. Peyman also presented in 2021 annual Canadian Association for Health Services and Policy Research (CAHSPR) conference.
Finishing a Thesis
Peyman states that the main goal of his research is “making a balance between the needs of patients and the utilization of health-care resources and to find an optimal/near-optimal solution”. He keeps that in mind as he works towards finishing the next chapters of his thesis.
His next steps will include delving deeper into solution methods for the complex problems he is trying to solve in home-care nurse scheduling and routing problem and cancer clinics block scheduling.
“I am going to develop a heuristic/metaheuristic method that is able to provide a good quality solution in a reasonable time, which is what operations research analysts do when it is impossible to reach the optimal solution for combinatorial mathematical problems.”
The impact of his research is not only applicable now more than ever but could change the efficiency of planning and scheduling within the Canadian health care system for the better.
- Category: Community Engagement
The MBA Student Association (MBASA) at Telfer School of Management came up with an event that is the first of its kind – a small and medium-sized (SME) Consult-a-thon focusing on providing fast-paced, strategic solutions to businesses in the local community.
Over the course of the weekend from July 17th to 18th, 46 participants including students, business representatives, Telfer faculty and experts, put in a total of more than 170 hours of case-cracking to help these businesses prosper and give back to the community. “It truly represents what the Telfer School of Management is all about - bringing together the creative energy and expertise of students, local businesses leaders, and industry experts to focus on a business challenge faced by local organizations,” said Professor Catherine Elliott, Director of the Telfer MBA program.
Revisiting Case Competitions Framework
The event has completely redesigned the usual case competition framework, with an emphasis on collaboration, community value, and social good. “When we came up with this framework, we believed the emphasis should be on quick solutions and community value rather than competitiveness.”, stated, Karthik Chivakula Venkata, one of the 6 organizing members of the event and a Telfer MBA student. He added: “We also believed that this would provide participants with a sneak peek at real-world business challenges as well as an opportunity to put their course learnings and talents to the test.”
Developing the Right Challenge
Due to the pervasive pandemic, today's SME enterprises confront some very genuine and severe issues that require innovative solutions. To be successful, both businesses and students require assistance and direction from local business community supporters.
With many local businesses showing interest in being part of the Consult-a-thon, the MBASA organizing team had to interact with each of the business owners to understand the cases better. Following a thorough brief, the team collaborated closely with the business owners and members of the MBASA’s executive team to co-create case documents that showed extensive, accurate, and up-to-date market information.
Intensive Case-Cracking
The Consult-a-thon included 4 teams composed of 4 students that would come to know of the businesses and the cases only during the event. The team then had to work on the cases provided by each participating business at different time during the event.
The most anticipated part of each business case was the case cracking. Each team had 4 hours to tackle the business document. In the first hour, the teams got to discuss their questions and ideas with the business owners and consulting experts for a proper understanding of the situation and problem statement. By the end of the allotted time, the teams had to share their final ideas and solutions to the business owners and expert panelists.
At the end their presentations, the panelists will provide feedback on the teams' presentations and insights on how to implement their ideas better.
For its first edition, the Telfer MBA students had the chance to work with dynamic local start-ups such as:
- Shyne Eyewear, a small Ottawa social enterprise run by Enactus uOttawa which manufactures and sells sunglasses and blue-light glasses created from 100% recycled materials;
- Ekidna Sensing, a biotech startup located in Ottawa that builds technology solutions for the legal Cannabis industry;
- Empower'em is a grassroots social enterprise focused on providing a community and support to women of colour in order to help them develop their leadership skills, build confidence and achieve their personal and professional goals.
All in for local businesses
Since it was not a traditional case competition, the panellists evaluated the ideas qualitatively, not quantitatively. The rubric focused on the clarity of identification and articulation of challenges, level of thorough analysis, creativity and feasibility to provide feedback, and recommendations to the participants.
The real winners of the Consult-a-thon were – the local businesses, of course! Students gained valuable experience and received feedback on their ideas and presentation skills, but the businesses were the real winners, leaving the event with new insight and actionable solutions for their business challenges. Professor Elliott added: “It was a winning partnership for all, bringing innovative and practical solutions to these local businesses. Congratulations to the MBASA and the participating students! I was so impressed with the students’ initiative in launching this first-ever Telfer SME Consult-a-thon.”
A Successful Event
The event also got praises from the principal beneficiaries. “We needed a strategic direction and these presentations provided us with new creative ideas on how to tackle this problem. The recommendations the students provided were actionable and we are happy and excited about the entire event,” said Alexander Parsan, Project Manager at Shyne Eyewear, and Telfer BCom Accounting student.
Nicolas Boileau, CEO of Ekidna Sensing, also appreciated the outside expert view that the Telfer MBA students brought in. He looks forward to the next 6 months to one year to see where the company will move towards with the new ideas and strategy he collected over the weekend.
The committee is already planning the next edition of the event, which will take place in 2022 in a much bigger scale with even more local organizations. Any local businesses and students from all horizons with an interest in being part of this incredible initiative are invited to contact the MBA Student Association to discuss possible participation in next year’s competition via
- Category: Alumni in the Lead
Telfer alumni Kim Ades (MBA 1993) and Nichole Grenier (BCom 1990) discuss how job candidates can overcome this type of anxiety and instead use genuine, powerful strategies to create a positive impression during a job interview.
Kim Ades: Helping people tackle the fear of being evaluated in a job interview in three steps
Kim Ades, president and founder of Frame of Mind Coaching, received a BA from the University of Ottawa with major in psychology and then decided to pursue an MBA. She was always interested in understanding what triggers anxiety and stress:
“Some of us can experience anxiety when we are preparing for a job interview, an important presentation at work, or a big event in our lives, and expect a negative outcome,” she says.
As an executive coach for nearly two decades, she takes people through a three-step process to overcome the anxiety created by their fears of winning and losing. The first step is to describe what it looks like to experience failure. “I ask people to imagine the worst possible scenario; one where they experience disastrous failure,” says Kim. She then asks them to express their feelings in journal entries that they share with their coach, a task that job candidates often find very difficult.
The second step is not to ignore the difficult feelings that many candidates might experience when preparing for a job interview. Instead, they should face the possibility of failure head on: “I ask people to imagine that they might fail a job interview, and then imagine what it looks like to recover from that failure,” says Kim. Envisioning recovery helps candidates build resilience and strength to handle any negative evaluation they might receive in a job interview.
The final step is to envision complete success. Job candidates are encouraged to imagine what it looks like to step into the interview, successfully answer the interviewers’ questions, and walk away thinking: “That was the best interview I ever had.”
Nichole Grenier: Preparation is the best strategy to show yourself in the best light
Nichole Grenier, founder of Grenier Executive & Business Coaching, graduated from Telfer with a major in accounting. She became a certified accountant and after many years’ working in the field, she was asked why she kept focusing on people instead of numbers. Her passion to work with people led to a career shift to human resources and to her becoming a certified coach.
Nichole believes that when studying the impact of anxiety on interview performance, coaches, and researchers should not only look at personality, but also on how culture, gender, and age affect how individuals cope with the fear of being evaluated. “The interview setting is very stressful, and people can react very differently to this specific situation.” For Nichole, there are many ways for individuals to position themselves as suitable candidates for the job, but the key to success is preparation and practice. This includes mock interviews with family, friends, or a coach:
“Preparing well is what allows you to show yourself in the best light,” she says.
Nichole asks candidates to do some research on the organization and its work culture: “What is the culture and how will I fit in? For example, should I be prepared to dress for an office environment that is more formal or more relaxed?”
She also advises candidates to carefully examine the job description and identify the key competencies required for the job. This can indicate what the employer is looking for and guide the employee in showing that they are capable, competent, and have experience in performing that type of work. “Even if you don’t have a specific example to illustrate that you developed a competency, you can think about transferable skills you developed in a previous job.”
Kim and Nichole share tips to help job candidates impress the interviewer with honesty
Kim and Nichole also commented on a new study coauthored by Silvia Bonaccio, a full professor at the Telfer School of Management. The research suggests that some anxious job candidates are more likely to use deceptive strategies to impress the interviewer. Both alumni offered valuable recommendations to help all candidates make a positive—and honest—impression during a job interview:
Back up exuberant statements with tangible facts
Kim believes that extroverts who wish to impress the interviewer do not need to “turn down” their extraversion when describing their success. However, she advises them to support their accomplishments with tangible, supportable facts, such as “I increased the company’s revenues by 50% last year.”
Show your credibility and impact
Nichole advises candidates to be prepared to tell stories based on past performance. Ideally, for every story, candidates should also provide a reference who can back up their story and prove to the interviewer that they have credibility and are suitable candidates for the job. Another way to leave a great first impression with the interviewer is to tell your most impactful stories. “Maybe you recently optimized the process of an entire company with 1,000 employees.”
Curiosity and interest go a long away
For those candidates who rank low on extraversion, Kim thinks that there is nothing wrong with being an introvert. “As an introvert, I think that sometimes curiosity and interest trump being outgoing.” When job candidates show they are honestly interested in the organization and their work, “employers will be able to evaluate their readiness, and their fit for the role, as opposed to whether or not they rank high on extraversion,” she adds.
Be confident
Nichole reinforces that introverts should show confidence during the interview. Candidates should recognize their ability to collaborate with teams and be inclusive when referring to team accomplishments, but it is equally important to use I statements to show how they contributed to the team. “The interviewer will want to know what you did to promote teamwork, so you can say we (the team) went for a mountain bike trip but use I did this if you were the person who planted the idea of the trip.” Downplaying these contributions can be too risky, especially if candidates are applying for a leadership position.
Make sure your actions reflect your vision
Kim often asks candidates how they would like to be seen and if their actions correspond with that vision. “A lot of times people behave in ways that clash with their desired outcomes; it is important to help job candidates understand that the action of stretching the truth doesn’t necessarily lead to the outcome they are looking for.” Nichole agrees that if anyone believes that they should stretch the truth to land the ideal job, then they should consider coaching to develop skills to resist the temptation to use deception. “Being manipulative or cunning can be a great skill if you are applying for a job as a bank robber,” she jokes.
You are also in a position of evaluating
Kim advises candidates to run their own mental interview with the company based on what they learn during the recruitment process. Nichole believes that if they do their research well, they will be prepared to ask the right questions and understand if this organization is the right fit for them.
Are you looking for a job but experience interview anxiety? Prepare, practice, and overcome your fears of being evaluated during an interview.
Kim Ades, of Frame of Mind Coaching, developed a coaching methodology to help executives and entrepreneurs become more effective leaders. Learn more about Kim
Nichole Grenier, of Grenier Executive & Business Coaching, offers customized coaching to groups, teams, and individuals to unlock potential, remove barriers, and maximize performance. Learn more about Nichole
- Category: National Indigenous History Month
At the age of 19, Audrey-Claire Lawrence (EMBA, 1997) started her teaching career in Rouyn-Noranda over 850 km away from Québec City where she has been living. Little did she know, this was only the beginning of a lifelong journey that would lead her to rethink Canada’s health and educational system.
Teaching in a remote region of Québec brought on a lot of firsts for Ms. Lawrence. Due to the lack of school past grade 6, Cree students were flown in from different communities in the James Bay area; ‘It was an interesting environment to be in,” remembers Lawrence. “The North was quite different then Québec City. At school, you could see kids were divided between Cree and Town Children, but the class they integrated very well.”
One day, a dentist sent by the Department of Indian Affairs and Northern Development (now Crown-Indigenous Relations and Northern Affairs; Indigenous Service) came into her students’ class for what was presented as a routine visit for the Indigenous children. Lawrence (born Swaffield) was confused at the time, knowing there was already a dentist in town, but giving the official statement from the dentist, she sent in her first student. She was shocked when the young girl returned: “She came back green and looked terrible.” The dentist had explained that he needed to pull out 7 teeth to treat the young girl's cavities. After that, Lawrence immediately refused him permission to touch any more of her students and had the principal send the dentist away. “I simply didn’t understand the logic given how a local dentist could have taken care of the kids,” she added.
The consequence of this event sent Lawrence on a journey to understand the “system” regarding Indigenous relations in our education and health systems. Of Cree and Inuit Ancestry herself, she was already attentive to the Indigenous rights cause, but from that day, she knew she had to take a stand.
Starting On a Mission
After completing further degrees, Lawrence became an experienced facilitator, motivational speaker, and organizational development specialist. She has worked in management positions in government, education, and healthcare, most notably as Director of Educational Services at The Ottawa Hospital (Civic then) and as Director of Education for the Canadian Association of Medical Radiation Technologists.
She has also served in leadership positions in national, provincial, and local organizations involved with organizational development, libraries and concerns affecting Indigenous communities throughout Canada, including in Quebec, Ontario, and Nova Scotia. Author of several journal articles and study guides, Lawrence has presented at numerous conferences on cultural safety, humour in the workplace, stress and change management, and before retiring had her own consulting practice supplying facilitation and event services, customized to the needs of her clients.
In addition to her MBA from the University of Ottawa, Lawrence also holds an MA in Sociology and Organizational Behaviour from the University of Calgary, an Honours BA from McGill, as well as a Teaching Diploma in Later Childhood from MacDonald College. She is a Myers-Briggs Facilitator and has extensive experience in the provision of training and leadership programs.
Developing Critical Thinking Skills
Lawrence has extensive experience in policy analysis, report writing, and strategic planning. She attributes her success in these fields to her time at Telfer EMBA, which was known as the Faculty of Administration at the time.
“One of the classes I remember the most was held by Professor Raj Gandhi,” she recalled. “As he introduced his class on cost-benefit ratio, he said jokingly, that the biggest mistake we did was to put our money on an MBA when we should have bought a house. It’s a simple example, but it gets you thinking about how to develop your critical thinking as well as doing cost benefit analysis.”
Lawrence shared how the program helped her to further shape her skills: “My MBA helped develop my critical thinking as well as negotiations with teammates to get things done.” She noted that it helped one to be a system thinker so one can change the state of things: “When you have good people, but a lousy system, the barriers are too strong to do anything, the world is already too complex. When you get to fix the system, thinking and see what can be leveraged, that’s when change can happen.”
Lawrence is now a thriving member of the Telfer alumni community: “I enjoy seminars and the continuing learning opportunities offered by the University. I think I might be holding the record as the alumna with the longest time attending learning events” she said candidly. She continued: “If you have a good experience, it will build a lifelong learning objective, and I simply enjoy learning.”
The Career After the Career
Officially retired and living in Ottawa, it would be impossible to think that Lawrence would have left everything behind. She has been involved in the community through volunteer work at a few health and organizations and libraries, including serving as Chair of the Canadian Health Care Educators Association, the former President of the Ontario Library Board Association (OLBA), the former Chair of the Cumberland Public Library (now part of the Ottawa Public Library), and the Vice-Chair of the Southern Ontario Library Service Board and Volunteer Leadership Development Program (VLDP) of Volunteer Ottawa.
“I surely know how to keep myself busy. My husband would tell you that I’m spending more time volunteering now than I worked during my career,” exclaimed Lawrence.
Most recently, Audrey had served on the Public Witness for Social and Ecological Justice Committee. She now serves as the Indigenous Co-Chair for the All My Relations Circle for the Anglican Diocese of Ottawa for work on Reconciliation and has been on the Algonquin College Board of Governors since 2017.
Standing Up for Distance Learning in the Indigenous Community
Audrey has long been aware of the needs for financial support for university and college students and especially for Indigenous students, so she set up a special bursary for Indigenous learners at Algonquin College in 2019. Then upon hearing that there was no bursaries for online students, she recently in May 2021 established the Audrey Lawrence AC Online Bursary, the first bursary for learning distance which will be awarded to full-time and part-time online learners in financial need, following a second gift of $15,000 from Lawrence.
The Online Bursary will encompass two $6,000 bursaries for full-time learners, with one preferably directed toward an Indigenous student. Additionally, three $1,000 bursaries will also be awarded to part-time students.
As a former teacher to Cree students at the very beginning of her career, it simply seems natural for Lawrence to give back to the community and encourage distance learning: “As I went on through my teaching career, I’m glad I could count on correspondence courses (distance learning process at the time) to complete my degree. I am very sensitive to the needs of distance learners,” she said.
Audrey mentioned that even if it has been a few decades ago, the gap in providing essential services, such as education, to the Indigenous community is still very much a topical issue. “Over the past 20 years, not much has changed,” she said. “Gaps are being identified, but little is done to shorten them in the end. We bring infrastructure to the communities, but we do not take the time with them to ensure the facilities have operational support - and that’s a big issue.” She concluded: “Apart from the mea culpa, we need to learn from the past to make positive action and the most important thing to do is to ask the community what and how it should be done above all.”
- Category: Community Engagement
A new Telfer study shows that traditional families with businesses often treat their children differently based on gender, including in succession planning and entrepreneurial education. We talked to two women raised in entrepreneurial families to learn how gender bias can affect women’s careers and experiences in entrepreneurship. They also shared some advice for family businesses.
Emma O’Dwyer
Emma O’Dwyer, regional manager at Family Enterprise Canada, has seen bias first hand in her own family. She says she was not given support even though she earned “two MBA degrees from prestigious universities, gained outside experience, and built a professional network beyond the family business.” She often wonders if this stopped her from building the confidence to take a more entrepreneurial path.
O’Dwyer says that gender bias can damage both daughters and sons. “Today, I see that a lot of men who are expected to inherit the family firm or start their own business receive pressure to be successful.” She believes that “forcing sons to lead the family firm restricts their opportunities to gain experience outside the walls of the family business and develop the business knowledge they need.”
Susan St. Amand
Susan St. Amand is the founder and president of Sirius Group Inc. and Sirius Financial Services. Like O’Dwyer, St. Amand always had an interest in the business world. “My dad and a group of local entrepreneurs would meet for coffee every day, and I loved it when I was able to join them to hear their stories.” This led her to studying business.
Even though St. Amand gained experience and education in entrepreneurship, her brother was still the one expected to take over the business on her father’s retirement. “It was just not common for women to run or inherit a family business, so I was not considered.” This didn’t deter St. Amand from pursuing a career in a large finance organization, before starting her own business. But despite her success, St. Amand was often asked when she would sell her business and fulfil a more traditional female role.
Advice to families to challenge gender bias
O’Dwyer and St. Amand shared some suggestions to help families challenge gender bias and prepare the next generation to succeed in the family firm and beyond:
- Treat children as equally as possible and make sure the expectations and pressure are the same for all.
- Identify what the children need to do and experience, and what support they need to build their skills and succeed in any career.
- Great things come from failing and learning. Let the next generation try things, fail, learn, try again and repeat to succeed, within a safe environment.
- Your legacy as a family does not and should not be limited by the business, no matter how many generations it has existed. Let the next generation find their passion and explore the world outside your walls — you’ll be surprised what happens.
- Introduce children to role models and mentors across genders very early in life.
- Engage them in conversations about the business and about finances. Don’t assume children aren’t interested in numbers, investments or business because of their gender.
- Use stories to share knowledge and make information accessible.
- Teach children how to make decisions and take responsibility early on. Being comfortable with risk is critical to feeling confident and independent.
O’Dwyer reminds parents who run a family firm: “You play an important role in the success of the family and the business.” St. Amand highlights the need to question rigid norms: “Families are members of communities and communities share cultural norms that are embedded for generations. It takes strength and courage to be disruptive and time to evaluate the results.”
Susan St. Amand, TEP, FEA, ICD.D is the founder and president of the Sirius Group Inc. and Sirius Financial Services in Ottawa, and chair of Family Enterprise Canada. Learn more about her work with multi-generation families.
Emma O’Dwyer is a regional manager at Family Enterprise Canada.
- Category: Health Systems Management
Written by Mirou Jaana, professor and director of the Masters in Health Administration program at Telfer School of Management, University of Ottawa. This article was originally published on Policy Options on May 5, 2021.
It is impossible to imagine our world today without internet, digital transactions, video conferencing or exchanges with family and colleagues via a computer or mobile device. Yet, we still live with the idea of our health care system lacking seamless electronic information exchange between health care organizations, providers and patients. Although some progress has been made on this front, this is a reality that persists to varying degrees today.
It has been a journey of a thousand miles. Health care has been closely accompanying the journey of digital connectivity but has kept shy from fully riding the wave. The reasons may vary depending on the perspectives of different stakeholders, but one constant stands: it is difficult to fully assess and understand the state of digital connectivity in our health care system today.
If we think of the health care system as a spider web, we can find parts of this web that are well constructed and connected, whereas other sections are still missing essential threads. In Canada, there are significant variations between and within provinces and territories in digital health connectivity and the inherently complex nature of the health care system further complicates the situation. This complexity is manifested by a dual provincial/territorial and federal jurisdiction with well institutionalized policies, funding and reimbursement structures; a digital divide across more than one dimension – rural vs. urban, older vs. younger generation, diverse social conditions; and a perplexing fragmentation of health services.
Following the early national IT efforts in Canada in late 1990’s, Canada Health Infoway (CHI), an independent not-for-profit organization funded by the federal government, was established in 2001 with a mandate to lead the national IT efforts. This included the development of an interoperable electronic health record for all Canadians. Since its inception, CHI received $2.45 billion in federal funding and played an active and important role as a strategic investor in health IT projects across provinces and territories, which contributed to improved digital connectivity. These investments evolved over time and expanded in scope from infrastructure-related projects to projects focusing on digital tools used by clinicians, as well as applications allowing patients themselves to collect, retrieve, and manage their health-related data.
We have come a long way as a society on the digital connectivity front in general. According to Statistics Canada, 88 per cent of Canadians and 60 per cent of those 65 years and over have a smartphone. Most Canadians (91 per cent) use the Internet and 75 per cent also use social networking websites and apps.
A recent study showed that around 40 per cent of Canadians track one or more aspect of their health using connected care technologies. This attests to the growing demand for digital connectivity in health care. In turn, health care organizations have been increasingly implementing new systems and technologies at the point of care that support digital connectivity. Around 85 per cent of medical practices are using electronic medical records (EMRs), and hospitals have accelerated the implementation of comprehensive EMRs that replace existing non-integrated systems. For instance, The Ottawa Hospital, in partnership with five other organizations in the Ottawa region, opted for the same EMR system, which will enable timely information sharing, and better connectivity and integration of care.
According to CHI, telehealth use has also grown over time reaching 1.5 million consultations a year, yet this still represents a relatively small portion of the overall health services. Since 2019, two initiatives emerged that aim at improving connectivity in relation to e-prescribing and supporting patients’ access to their health information through patient portals. These initiatives however remain in their early stages, with considerable variation in deployment between and within provinces.
Despite the progress made, considerable challenges and gaps persist. At the patient level, access to health information is limited. Unless receiving care from the same organization, or an integrated system or network of health care providers, a patient navigating the health care system often finds the onus is on them to communicate all relevant information related to their medical history, profile, and medications at each point of care. This is particularly challenging in the case of the elderly with chronic conditions who frequently interact with and move through the health care system.
A recent study on mobile health technology use among people 65 years and older compared to the general adult population reveals that the majority of Canadians using mobile applications and wearables, like smart watches and wristbands for health self-tracking, do not share the data with their health care providers. Enrollment in telehomecare programs for chronic conditions management also remains limited despite the wealth of research evidence demonstrating its effectiveness in reducing hospitalizations and mortality rates, and improving the clinical condition of patients. The success in the integration of pilot telehomecare programs in the standard care, similar to one at the University of Ottawa Heart Institute, is minimal.
According to the Canadian Medical Association, limited system interoperability and information integration across the spectrum of care persist. EMRs implementation progressed, but only a small proportion of Canadian medical practices support electronic communication with patients. For example, few medical practices provide electronic appointment requests or prescription refills. Communication of information between general practitioners and specialists, or hospitals and nursing homes, and the sharing of clinical summaries or test results is limited and inconsistent.
In addition, hospitals within the same city that may transfer or refer patients to one another may have EMRs systems that cannot communicate. Most importantly, digital connectivity in the context of long-term and senior care is minimal. The recent COVID-19 pandemic brought to light the dire challenges observed in these settings in relation to connecting the elderly to family, caregivers, and health care providers. It also highlighted existing issues in capturing and sharing timely relevant clinical information with other health care organizations.
The obvious question is where do we go from here? At this stage, regrouping and understanding our current state is instrumental in shaping the decisions that we make regarding the future state of digital connectivity in health care.
A wealth of experience and evidence from over 20 years of health IT projects across all provinces is available. It is our responsibility to leverage this knowledge to inform policy and practical changes, and to apply evidence-based management principles as we plan for the next steps. Federal leadership is critical to endorse a strategic planning exercise at the national level and enable the necessary policy and regulation changes to support it. The Canadian government can play an important role in advancing the digital health agenda through incentives and policies that can catalyze national changes to address the digital divide and current gaps.
In times of crises, we discover our limitations as well as our capabilities. The current pandemic demonstrated that the health care system can be agile and can adapt fast when needed. In response to COVID-19, health care delivery changed overnight in Canada. We broke the inertia and shifted to various forms of virtual care throughout the country that were considered unrealizable prior to the pandemic. Provincial health authorities implemented fee schedule codes to cover virtual health services in a timely response. It was a call for action and the health care system and health authorities responded. However, this crisis also revealed our health care system’s “Achilles heel” – long-term and senior community care, which would greatly benefit from digital connectivity.
It is time for health care to fully ride the digital connectivity wave. A pan-Canadian reform that formally integrates virtual care and connectivity in the discussion on the future of health care is merited. This is a journey of a thousand miles in health care, but we have already started it.
This article is part of the Digital Connectivity in the COVID Era and Beyond special feature.
This article first appeared on Policy Options and is republished here under a Creative Commons license.
- Category: Latest News
The Telfer School of Management has just unveiled its Vision for a Better Canada. Director of Executive Programs, Glen Orsak, answers questions on how Telfer’s Executive Programs contribute to achieving this bold vision.
What are Telfer’s Executive Programs are all about?
Our focus is pretty much exclusively around leadership development. Lots of executive education shops have a much broader range of things that they do: how to be a better this or a better that. We have chosen to focus on Leadership. Leadership is about making things change, whereas management skills make things operate effectively. We work with leaders to transform their leadership capabilities. We also work with organizations who want to grow their leadership capacity. There’s always that dual focus. We’re serving an organizational need — a strategic imperative — and we’re serving the needs of the individual leader for their career or professional development.
How do these programs help contribute to a “Better Canada”?
You know, it’s funny. At one point our team penned a neat and tidy statement of purpose that declares that we are about: Transforming leaders. Shaping communities. Changing the World. It hasn’t gotten a lot of public attention, yet, but it still anchors a lot of our conversations. We’re all about transforming leaders. By doing that, we help shape organizations and communities. And by shaping and transforming organizations and communities, it is leading to a better world. Transforming Leaders for a Better Canada sharpens that focus for our programs, our community of practice and our customers and clients.
I know it sounds like a lofty goal — and it is. It made us stop and go, “Really? There’s only 17 of us!” But we realized that of course that’s what we’re doing. We are working with people every day who are going to become very accomplished and influential leaders, people who are setting out to have an impact in their own corner of the world based, in part, on the experiences they’ve had with us. So why would we shoot any lower than that?
Having a growing number of better companies in Canada, or better government institutions, or better healthcare organizations will certainly make Canada a better place.
Who are your Executive Programs for?
Lots of our clients are in the public sector, working for the public good — literally to make Canada a better place. Lots of our clients are in healthcare and they are, again, literally making Canada a healthier place. These people are absolutely committed to a better Canada. That’s what brings me back every day.
One of the things we tend to do really well is we create customized learning programs within certain communities and sectors. In the federal government there are communities of like-minded people. So, we created a leadership program for the policy community. We have a leadership program for the security and intelligence community. We have one for lawyers and people in the justice department. We have a leadership program for people in national defence and related sectors centred around huge complex projects — think military procurement. We try to find ways to build leadership programs that are contextualized, customized and relevant in those communities such that you’re not just gaining generic leadership skills but learning the practice of leadership in your own unique context.
How do your programs help leaders have a broader impact?
Some people have gone through our programs and five years later are sending their own leadership teams through our programs, too. They’ve described the huge impact it has had on the culture of their organization. The entire leadership conversation can change. Sometimes my team will know the entire executive team at such and such a health care institution or government department because almost every one of them has been through one of our programs. Obviously, that’s having a high impact on these organizations and communities.
I would also argue that our business has a very strong social mission. When you’re working in the healthcare or public sector, you’re working with people engaged in social, economic and community development. We’re trying to help leaders create culture shifts and to introduce progressive changes that will transform their workplaces. We have to bring these kinds of discussions into the room because our clients expect it.
What affect do you think your programs have on participants’ careers?
Can we attribute their success entirely to our programs? Of course not. It’s not a one-to-one correlation, but it doesn’t need to be. I wouldn’t take credit for your success, but I would certainly take credit for having nudged you in the right direction. And a nudge is good enough for me. I think that’s a valid intention to have, I think it’s the truth about what we do and it’s not too much hubris. We don’t set ourselves up as these heroic gurus of leadership. Rather, we position ourselves a co-pilgrims on a leadership journey — on the pilgrimage to make Canada a better place.
Has anything changed since the pandemic began?
Prior to March 13, 2020, we didn’t have much online programming. Since the first pandemic lockdown, every single minute of programming from then until now has been delivered in a virtual environment. The conversion to online was rapid and amazingly successful. You could say that the pandemic response in the executive learning space has opened all of our minds to virtual learning — and I think we will never go back to the old way. We can’t unsee the possibilities. Oh, we’ll definitely go back to the in-person learning experience, there’s no doubt about that, but there are a ton of things that we’ll no longer do in-person, because it no longer makes sense.
It’s given us all the push we’ve needed to innovate and improve how we deliver our programming — and that’s giving us access to a broader set of potential clients. We’ve already had people join our programs from across the country that probably wouldn’t have otherwise. Now, all of a sudden, we can enrich our engagement with communities outside of Ottawa and possibly have an even greater impact on shaping a Better Canada.
You can learn more about Telfer Executive Programs at telfer.uOttawa.ca/executiveprograms.
- Category: Donations / Fundraising
A special message from Stéphane Brutus, Dean of the Telfer School of Management
Every day at Telfer, we try to move our vision of a Better Canada forward. But some days we don’t just move it: we ignite it to greater heights. Today is one of those days.
Today, we ignite the Smart Money campaign, in support of Telfer’s Vision for a Better Canada. And we’re inviting you to join us in a campaign that we believe will make Telfer history. And change Canada forever.
Our Vision is fifty years in the making
Its goal is a greener, healthier, happier and wealthier Canada for all, made real by one-of-a-kind labs and institutes of research, learning and practice. You can be one of the first to inspire and help build these centres to achieve profound social change — and your smart money will be the impetus for more.
The Smart Money has always been on Telfer
Why else would Ian Telfer have made the biggest donation ever at the time to a Canadian business school? Why else would CEO Magazine have rated our Executive MBA program #1 in the world — twice?
They saw a School years ahead of its time, dedicated since day one to putting business to work for better. A School situated at the very core of Canadian decision-making. And a School that’s ready to throw its entire weight at helping Canada and utilizing its huge, untapped potential.
The world needs a Better Canada —and that will take a bolder Telfer
We’re asking you to help make both happen, by giving to the Smart Money campaign.
You and your money will be even smarter if you give right now — because every dollar donated will be personally matched by Ian Telfer himself, up to $50,000, to a maximum of $5,000 per individual.
You can make a one-time gift or a recurring gift. It’s all at telfer.uottawa.ca/en/donate/, which describes The Telfer Nation Fund and the Better Canada Impact Fund.
Join us in the ultimate start-up
In many ways, through our Vision, we’re launching a start-up, the biggest we’ve ever imagined. With an ROI that our children and their children must have.
You can be an early investor in a Better Canada. I’m in. Our faculty and staff are in. Join us.
Thank you,
Dean Stéphane Brutus
- Category: Donations / Fundraising
James Price, Telfer’s Executive Director, Development & Community Engagement, and the Telfer community engagement team are leading Telfer’s Smart Money campaign in support of our Vision for a Better Canada, the most ambitious awareness and fundraising effort in Telfer history. Just hours before we ignite the Smart Money campaign, he found a few minutes to explain what the campaign will achieve, what it’s going to do for Telfer and Canada, and why, of all possible moments, now is the time to make this happen. Every alumnus or citizen who wants to see a Better Canada can play an important part.
So, what’s at the heart of Telfer’s new Vision?
We feel that business has a critical leadership role in addressing some of the big challenges facing the country, whether it be social, economic, or financial. We are generating new knowledge, insights and practice through research, and most importantly applying that to developing young management students and mature management leaders.
And how does the Smart Money campaign fit in?
It’s a focused five-year effort to make smart and strategic investments in the future based on research, experiential learning, and program renewal.
Why is research-inspired teaching such a big part of the campaign?
Research creates new insights and translates into a better classroom experience, the thing that matters most. Our student evaluations show that our best researchers and practitioners are our best teachers - they’re constantly bringing in new ideas, new challenges and new case studies - and they're on top of the new knowledge within their communities of practice.
It also leads to better business practices
And not only for students, but for executives. As it relates to our vision and four themes, that means initiatives to implement new business practices around better inclusivity in the workplace; around structuring a family enterprise to support the next generation of enterprising leaders; around integrating sustainability into business decision making and reporting to shareholders, and around rethinking healthcare systems to be more effective and deliver better care to patients.
You mentioned family enterprise – that's important to the Canadian economy
It is, and we have an internationally recognized group of researchers and practitioners leading our efforts. We're building a whole next generation education program for family enterprises.
‘Next generation’ education for enterprising families – is that unique, as so often we focus on the family business itself or the patriarch/matriarch of the family business?
We’re focused on the next generation, the people who may or may not move into the family enterprise. We are looking at questions like what do these children and grandchildren do with the family wealth to create new but often related, enterprises? We’re looking at it more broadly than just the single business.
What are the three major thrusts that you mentioned for the next five years?
Number one is experiential learning: our Dean believes that it's through real life experiences that our students are going to truly unleash their potential. This is why we want to add an experiential component in every program and learning offering. And we want to integrate this in the student experience as much as possible. Competitions and clubs are great for that and we’re really strong there, but we want that experiential component where it matters most.
The second thrust is the research-informed teaching we spoke about earlier.
As for the third thrust, right now, post-pandemic, is the big renewal opportunity for Canada. So our new Dean has signaled a complete renewal of our programs - and the fundraising campaign will allow us to innovate across our undergraduate and graduate programs.
We’re also planning to build brick and mortar Telfer infrastructure?
Yes, where it makes sense. For the Thriving Organizations and Societies Lab, we have a major initiative to refit and build a state-of-the art lab that can actually look at workplace dynamics, how people work with stress, leveraging one of the strongest groups of occupational and workplace psychologists in the country.
A few people have commented that the Vision seems to have come about as a result of the pandemic
The work to develop the vision actually preceded the pandemic. We had gone through a collaborative process leading into our recent 50th anniversary to determine our areas of strategic impact. Looking back and looking forward, we realized that contributing to a Better Canada has always been part of the School’s DNA. And now the Vision also answers the call to ‘build back better’ that needs to happen in Canada.
Look at the Vision’s health pillar and the pandemic response: much of the issues are operational issues, and logistics issues. Or the Vision’s happiness pillar: The workplace now is transformed. Teams have been physically disconnected for a year. What does this mean for workplaces, teams and employee wellbeing?
And of course, there’s systemic issues around equity, diversity, inclusion. Our professors have been committed to this type of research for a long time, but recently we’ve gained a lot of attention around work that demonstrates how marginalized groups have suffered more than others during the pandemic, and any type of economic rebuild needs to keep them at the core.
We can't ignore any of it. The time is now, and we’re committed to all of it.
To an alumnus who wants to get involved, this is about “build with us” versus “we’re the best, give us money”?
Absolutely! We’re a very good School, we know where we want to go, but we need your help. This Vision and campaign are ambitious. Five years from now, everyone's going to know we're a top school — but we can't get there without you.
There are so many ways to give to all this
And every gift matters. Yes, we need transformative gifts that can help us build these Institutes and help us recruit new chairs and senior leaders. But as we build those centres, we need to grow our already strong team and amplify their work. In recent years we've had excellent recruitment and our faculty is a modern, motivated group — and every single dollar helps us continue to recruit even better.
Here’s another way your money can work: our institutes aren’t ivory towers. We bring in executives-in-residence, so our professors can work hand-in-hand with practitioners, linking research and teaching to the world of practice. By contributing to our Better Canada Impact Fund, you help advance this work and make sure it is connected to better pedagogy for students and better practice.
And with our commitment to experiential learning and the student experience, your contribution to the Telfer Nation Fund will help us accelerate and expand these unique opportunities for all students across all programs.
What are the different giving channels?
You can give to the Telfer Nation Fund which is all about experiential learning and improving the student experience, or the Better Canada Impact Fund, to support innovative research and its application to teaching and practice.
Any amount of support - one hundred dollars, one thousand dollars or a million dollars — it’s all going to be put to work in an extremely smart way. It’s all about getting Telfer, getting business, and getting Canada where we want and need to be five years from now.
This really is the time to start
In every way.
Excerpts from an interview with James Price
- Category: Alumni in the Lead
Telfer alumna Chantal Butler (BCom ’94) believes there is a momentum in the food retail sector for driving sustainable actions within supply chains. Chantal is Vice President Sales and General Manager of Loblaw Business at Weston Foods. She works with several clients who seek to influence the food retail industry so that it becomes more sustainable. How can the food and grocery retail sector create a greener world through their supply chains and what are the main challenges? We interviewed her to learn more about positive changes ahead.
Changes ahead
An increasing number of companies worldwide are committing to reducing their carbon footprint and to creating a better society. But to create real change, companies must trigger sustainable actions along their supply chains. A study led by Telfer Professor Sara Hajmohammad suggests that companies can make improvements at the industry level by shaping and transforming their suppliers’ environmental and social sustainability practices and behaviours.
When asked if the food and grocery retail sector can play a role in driving sustainability within their supply chains, Chantal shares her optimism: “Ten years ago, things were different, but there has been a lot of progress in the industry and I really think this is only the beginning.”
As consumers become increasingly aware of their environmental impacts and seek ways to shop for greener products, many food and grocery retailers today are aspiring to achieve bolder goals. Not only do they want to engage in sustainable practices in house, but they also want to encourage their suppliers to do the same. Chantal explains that “there is a major opportunity for businesses to influence the entire supply chain in the long run.”
Company size matters
Large food and grocery retailers work with multiple suppliers of raw ingredients, including food ingredients and packaging. When large companies like Weston Foods set out sustainability goals, they can influence their suppliers, according to Chantal. “If suppliers may not support us in achieving these goals, then we can identify vendors who have our shared vision,” she adds.
Joining forces is the best way to drive sustainability
Professor Hajmohammad’s study suggests that when companies in the same industry collectively build strategies to influence their suppliers, they are more likely to push their suppliers to engage in sustainable actions across the whole sector. Chantal agrees with this collective ability to trigger change across an industry: “Leading food retail companies may be competing, but when they all start asking for the same sustainability standards and pushing their suppliers into adjusting and accommodating, change can happen.”
Leading groups in the industry have forged alliances to encourage suppliers to become sustainable, particularly when it comes to packaging. “Large and small companies alike are forming alliances to push suppliers to start sourcing recyclable plastics or to eliminate some types of products in their plastic materials,” says Chantal.
Challenges
Although a large company’s size and power can definitely influence its supply chain, the company’s size can make innovation challenging. According to Chantal, large companies often face obstacles to innovation and to implementing changes on a larger scale and across a large part of their portfolio.
Companies will need to further innovate if they want to address new goals and consumer expectations. For instance, the next generation of consumers may be looking to purchase from companies that focus on zero waste.
While sustainability is widely accepted today, Chantal explains that changing a supply chain is not simple and requires time. “Some suppliers can be selective in some of the ideas that they want to embrace, some are more willing to innovate with you, and others are a little concerned about how to get there,” she says.
She also mentioned that some companies that want to become sustainable may face financial challenges. Sustainability policies can generate incremental cost increases for everyone, in the end, so companies need to lobby for relevant government policies and tax breaks. Failing to do so could lead to additional costs to the consumer: “Even when organizations make an effort to absorb those costs as much as they possibly can, consumers may end up paying more.”
How Weston Foods is driving change
Weston Foods has a ten-year plan for sustainability that Chantal has been implementing for the past two years. Packaging has been one of Weston Foods’ key priorities because the company is aware of how relevant this is to consumers. “Today, consumers want to eliminate the really bad plastics and replace them whenever possible.”
To meet their sustainability goals and reduce the impact of packaging on the environment, Weston Foods is partnering with vendors to source more sustainable packaging solutions. For instance, the company is currently working on a pilot project with a client to test if reusable packaging can play a role in consumer-packaged goods and food.
Advice for other companies seeking to go greener
Chantal believes that not only leading companies can implement greener goals: small and medium-sized enterprises (SMEs) can also play a transformative role in the supply chain. She shares a few recommendations for SMEs seeking to become sustainable:
- All large organizations now have a sustainability and corporate social responsibility (CSR) strategies that they publicize and track: pay attention to what they are doing and latch on to those actions that are important to your business model.
- Smaller companies often have the flexibility to test out more creative or more ambitious sustainable ideas: leverage your size as an advantage to innovate further so that you go beyond what the big companies can do.
Small or large, companies across industries can support the development of a greener Canada and a better future. As a mother, Chantal knows how crucial it is to drive environmental sustainability: “The reality is what will the world of our children, and their children, look like if we do not collectively address these issues now?”
Chantal Butler (BCom ’94), Vice President Sales, Loblaw Companies Limited
- Category: Telfer Announcements
On January 18th 2021, Telfer Nation celebrated an important milestone in the young history of its Doctorate in Management program when Vusal Babashov successfully defended his thesis and became the first PhD graduate of the School. Like the challenges of a candidate’s doctorate journey, the celebrations were well in order as it took a lot of effort, research, and the work of a whole team of faculty and staff members to finally create what is now the renowned PhD program at the Telfer School of Management.
History of the Telfer PhD
Developing a new degree program, especially a doctorate program, is a long process and an exciting challenge for any academic team. Telfer’s executive team, faculty members, and graduate office came together to create a program that reflects the vision of the School, value of a PhD and cutting-edge, valuable learning experiences for students. The program’s evolution also exemplifies the leadership of women faculty and staff in all phases of development, including inception, design, implementation and evaluation.
The School had been in discussions about creating a PhD program for nearly 40 years.
Telfer’s former Dean, François Julien, shared the challenges that come along with creating a new program: “The most credible and reputable PhD Programs are anchored in research excellence. The prerequisite to creating a PhD Program was to build a research culture within the School, and to develop faculty members in graduate supervision. The School-wide research culture was built over the past twenty years through various incentives to stimulate research productivity and excellence, and through the recruitment of professors who were not only excellent in education and teaching, but who were also actively engaged in influential and impactful research programs.”
At least four previous attempts to develop and launch Telfer’s PhD program were initiated in 1995, 1999, 2004 with Clarkson University, and 2008 with Babson College, respectively. The creation of a PhD program is truly a lengthy ordeal, as a lot of important facets need to be in place before anything official can happen.
Progress towards elevating research excellence at the School in hopes to eventually launch the PhD was well underway when the School created two research-based M.Sc. programs. The creation of the M.Sc. in Management in 2007 was directed by Professor Ajax Persaud who led colleagues in the Innovation and Entrepreneurship fields. The M.Sc. in Health Systems was launched in 2008 with Professor Wojtek Michalowski who led colleagues in the Health Systems Management field.
Dean Julien reflected on his involvement in these programs as Associate Dean of Programs and as the School’s Vice-Dean between the years of 2005 and 2010: “I had the pleasure of participating in faculty recruitment, and to work with colleagues in the creation of the School’s first research-based programs. Later, as Dean, I supported Professor Barbara Orser in the development of the PhD program, and Professors Silvia Bonaccio, Mirou Jaana, and Samia Chreim who successively became PhD Program Directors.”
In 2009, Telfer established a Graduate Studies Taskforce to consider a ‘built-in-Telfer’ doctorate, and in 2010 the Telfer PhD Committee was formed to establish standards for the program and conduct research into existing Canadian and international doctoral degrees.
Subsequently, 2011 and 2012 were the years when program details such as curricula, disciplines, and structure were established. These decisions were made collaboratively through consultations with faculty members and various stakeholders, benchmarking with and market research of competing programs. Many lengthy proposals were written, including plans for new faculty positions. Professor Barbara Orser served as the Chair of the Telfer PhD Committee from 2010 to 2013 and worked on setting up these program details alongside Danielle Bennett, the Executive Administrator of Telfer’s Graduate Programs at the time.
In 2013, approvals were reached with the University of Ottawa’s Senate and a number of its committees, the Ontario Ministry of Colleges and Universities, and the Ontario Universities Council on Quality Assurance.
This then led to an evolving discussion on cross-disciplinary studies, and to bringing on new hires to doctoral students. Five key fields of study were created within the program: Accounting and Control, Entrepreneurship, Finance, Health Systems, and Organizational Behaviour and Human Resources. Each PhD candidate would choose one of these fields in which to specialize through their research and seminars.
Prior to 2016, the Telfer School was already offering several programs targeting different audiences: a bachelor’s degree for young professionals starting their careers, professional masters' programs for early to mid-career managers and emerging leaders, research-based masters programs for aspiring analysts, management researchers and consultants, and executive programs for experienced professionals.
In 2016, the program was officially opened for business when Professor Silvia Bonaccio led the program as the first PhD Program Director. Professor Bonaccio was glad to see the PhD program added to our portfolio: “this was the next step in the growth of the Telfer School; we had a roster of world-class professors who were eager for the opportunity to work alongside doctoral students and train the next generation of researchers. I was thrilled to earn the responsibility of being the first director.”
Former Vice-Dean of Research and former Interim Dean, Wojtek Michalowski, shared that the program was truly a result of hard work: “The program was created because of Dean Francois Julien’s leadership and because of the hard work and dedication of Professor Barbara Orser.”
Dean Julien reflected on the value added to Telfer once the doors were opened up to PhD in Management students: “Adding a PhD Program to our roster allowed us to complete our program portfolio. The program puts the Telfer School in a different league. It speaks to the academic rigour and excellence of its faculty members and allows us to attract and recruit talented professors, and students alike.”
Now that the program was set up for success, all it took was the right leader to steer the ship that is the Telfer PhD. Professor Silvia Bonaccio was up for the task.
Launching the Program
Silvia Bonaccio, Ian Telfer Professor of Workplace Psychology, was named the first director of the PhD program and has been instrumental in making the program what it is today. She led the program for five years from 2013 to 2018 and worked behind-the-scenes for more than 2 years on building the program prior to its official launch in 2016. Having the chance to finally welcome the first cohort of Telfer doctoral students is still a fresh memory for Professor Bonaccio: “The first weeks were some of the most thrilling ones of my close to 15 years at Telfer. Admitting the first cohort so that they could work alongside our professors on essential, impactful, and exciting research was my biggest accomplishment as director.”
The addition of the PhD to our research-based graduate programs portfolio is the most significant change at the School in the past decade, according to Professor Bonaccio: “This addition shifted us into a new group of institutional peers, as doctoral-granting institutions are a select group.”
Thanks to her leadership, the program has continued to grow and improve since its launch. As applicant and admission numbers keep increasing each year, the School has been able to maintain the highest standards for its diverse group of admitted students.
By the time Professor Mirou Jaana, current Telfer MHA Program Director, took over as PhD Program Director, Telfer had also welcomed a considerable number of new faculty members who were active researchers from various management areas.
This growth as well as the successful research performance of Telfer’s students (e.g., publications, presentations in conferences or meetings, recipient of awards or grants), attests to the successful evolution and maturity of the program. “Since its launch, the PhD had gained growing visibility and developed a strong reputation, which allowed it to attract an increasing number of diverse applicants from all around the world,” reflected Professor Jaana.
Above all, what makes the success of the program, according to Professor Jaana, is the support offered to students throughout their academic curriculum as well as the quality of the teaching experience. “The program provides attractive funding and support for students over a period of 4 years,” said Professor Jaana. “During their studies, PhD students can specialize in what have now become six fields of study, led by experienced, world-class and dedicated faculty.”
Professor Jaana’s mandate as Director was marked by a program revision: “The biggest accomplishment during my tenure was launching the first revision of the PhD Program, which resulted, among other changes, in the addition of a new field in Organization and Strategy,” noted Professor Jaana. “This new field will present research opportunities for PhD students who are interested in specializing in this area. The program revision also led to improvements and changes, which strengthened the experience of students and added more flexibility in relation to the program delivery.”
The third and current PhD Program Director as of July 2020, Professor Samia Chreim, Ian Telfer Professorship in Organization Studies, shares the same enthusiasm as her predecessor on these changes: “We have recently conducted a program revision based on the feedback we had received over the first four years of the program from various groups, including the students and the faculty members. As part of this revision, we have provided more flexibility to students in the choice of their courses. The addition of a 6th area of specialization, is giving students interested in our PhD program more choices.”
Professor Chreim also wanted to celebrate the efforts of her predecessors and all people implicated in the creation of the Telfer doctoral program. “The launch of the PhD program in 2016 was the culmination of the dedicated efforts of many people who were consulted extensively, both internally and externally,” added Professor Chreim. “The program has grown over the years and is now the program of choice for nearly 40 PhD students, who are working with accomplished researchers as their supervisors. The students have established a strong sense of community. They have also been very engaged in research, participating actively in conference presentations and journal publications.”
According to Professor Chreim, a testament to the sense of community and engagement in research is the Thesis Competition event, which the Telfer PhD and M.Sc. students organize and host each year with the help of Telfer’s Research Office.
The Echoes of the Program
As Interim Dean, Professor Michalowski was one of the first to congratulate Vusal and celebrate this important milestone of the program. “It was a great privilege and honour for me to announce our first PhD graduate. This program was long in the making and graduating a student seems like ‘reaching a destination’.” He continued: “Telfer’s PhD is our program, and I would like to thank all of my faculty colleagues, and staff in the Graduate and Research Offices for their hard work and commitment. Last but not least, I am very proud of our doctoral students. They will be Telfer’s ambassadors and will make us proud.”
Professor Michalowski, emphasized that the work is not yet done: “We need to work hard to ensure that the quality of the program meets students’ expectations, in order to attract the best and the brightest, and to ensure that the program contributes to Telfer’s research enterprise. The launch of the program strengthened our path towards research excellence - a catalyst of academic and intellectual debates at Telfer,” he concluded.
For Dean Julien, the success of the doctorate program is undeniable: “There is no doubt that the Program allowed us to recruit excellent, research-intensive faculty members who were attracted by the prospect of working with our researchers and supervising PhD candidates. The quality of the students we have recruited at the PhD level, and also in our research-based masters programs, has been excellent.”
This is only the beginning according to him: “Over time I expect the reputation of the PhD and, therefore, of the School will be confirmed by the excellence and reputation of the organizations where the graduates of this program will be hired and the impact of their work. We will track and promote the career of our PhD graduates with great interest!”
Since being involved in the program’s inception, Professor Barbara Orser shared where she hopes to see the PhD evolve in the future: “It would be great to see more PhD disciplines added, further integration of doctoral degree candidates in multi-disciplinary research portfolios, the creation of centres to support doctoral students, and Telfer to become the ‘go to’ School for prospective hires.”
The PhD program will be linked forever to Dean Julien’s legacy long after he stepped out of his 10-year tenure in 2020. The most important takeaway for him is that the institution will gain several benefits in the years to come. “I am happy I have been involved in some way in the process since the beginning,” he humbly added.
“I truly believe this program brings Telfer to a new level of excellence and that this program and its graduates will contribute in no small way in strengthening Telfer’s reputation as a leading business school in Canada and in the world!” he proudly concluded.
As Telfer is committed and united by a shared belief that better business means a better Canada, the PhD program and its contribution to the academic world will more than ever foster a greener, healthier, happier, and wealthier Canada for all.
- Category: Telfer Announcements
This Francophonie Month, Telfer is highlighting the inclusion of the French language and Francophone culture in our community.
The Telfer Student Services Centre (SSC) is at the heart of the student experience at the School. The role of the SSC is to guide students throughout their studies, from the time of admission to Telfer through to graduation. With the French community representing close to 30% of our student body and after receiving 2,500 applicants this year to the French BCom program only, French services is an important component of the Centre’s offer.
Since the beginning, in 1969, our School has provided bilingual services to our students. In addition to the availability of bilingualism, the Centre offers services and programs that are adapted to the both the local and international members of our French community through the Undergraduate Office, the International Exchange Program and Scholarship Program, and the Telfer Career Centre.
One of the main goals of the Centre is to make sure that students feel comfortable as soon as they start their journey at Telfer. The Peer Mentoring Program is doing just that.
Student Mentorship Programs
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Peer Mentorship Program
The main purpose of the peer mentoring program at Telfer is to facilitate the integration of first-year BCom students by ensuring that they are accompanied by a mentor, for domestic students, or by an international guide, for international students: “Each student is matched with a student mentor or guide, according to a series of priority criteria, the first being the language of correspondence,” explains Marilou Charbonneau, Student Experience & Event Assistant at the Telfer Career Centre. “In this way, we ensure that each French-speaking first-year student is matched with a French-speaking mentor or guide to ask questions and obtain a variety of resources in French,” she added.
In addition, French is one of the most important criteria in the annual selection process of guides and mentors. It is essential that most of the team members can support French-speaking students.
Fourth-year Accounting student, Priyesh Sarju, is one of the program’s international coaches. Coming from Île Maurice, Priyesh is a good representative of the French diversity at the School: “French is certainly one of my main assets as an International Coach at Telfer,” shares Priyesh. “That being said, many of the international students come from French-speaking countries around the world, so being able to interact effectively in French with them is essential to ensuring they have a successful student experience,” he added. Furthermore, as an international guide, Priyesh can not only help international students with their studies through revision sessions, but also moderate various Telfer events in French.
Camély Gendron is another student mentor in her fourth year at Telfer, completing the Commerce and Juris Doctor program. She shared her experience guiding members of the French community at the School: “When I think of my experience as a Francophone mentor, I immediately think of the word community,” she proudly said. “The students I work with are happy to be able to speak in French to someone who has been through a similar journey. It is also nice to see how united and supportive the Francophone mentors are on a daily basis!”
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Executive Mentorship Program
Another mentoring opportunity offered by the SSC is the Executive Mentoring Program. This program connects senior students, usually third- or fourth-year, with industry executives and entrepreneurs. The program establishes a relationship between a student and a professional so they can exchange ideas, provide informal guidance, and grow their network. This is a way for a student to learn in a one-on-one setting from a business professional.
Isabelle Décarie, Manager, Student Experience at the SSC explains how unique this experience can be for a French Telfer student: “Students can be matched to different successful French leaders in the community. For example, we have a student in the BCom/JD program that is matched with the President of the Réseau des gens d’affaires (RGA).” The experience is also quite unique for the mentors, as it is a wonderful opportunity to meet students interested in their field of work, have great conversations, and learn about the exciting new things happening at Telfer.
Reaching out to the French Community and Beyond
This year, Telfer received 2,500 student applications to its BCom French program. One of the key reasons of this success is the freedom of choice in the program. “We want students to know that they can study in the language of their choice whether it’s in French, in English or in both languages,” stated Émilie Desrosiers, Marketing and Liaison Coordinator of Telfer’s Undergraduate Programs. “We’re really proud of the fact that uOttawa is a bilingual institution,” she added.
The Telfer French community also counts in its rank English-speaking students who also speak French as a second language, or who are working on practicing their French through the various opportunities offered at Telfer. This includes the French Immersion Stream, which is eligible to the French Studies Bursary.
International students coming from French speaking countries can also benefit from the bilingualism environment offered at the University and in the city of Ottawa. “Our international student population likes the fact that they can study in French, experience life in a Canadian city, and that we have a generous scholarship for them”, explains Émilie. Another key factor that appeals to our international population and more broadly is the Co-op program. “Students can gain real work experience and receive a salary during their co-op placement”, she concluded.
There are several scholarship and bursary opportunities offered to French-speaking students, those who study in French Immersion, and International students alike:
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The Bernard and Valérie Marcil Scholarship is offered to BCom Accounting students who demonstrate financial need. The scholarship is named after Telfer graduate and co-founder of Marcil Lavallée, Bernard Marcil.
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The Legico-CHP Fleur de lys scholarship is available to a francophone Telfer student who is from Quebec with an excellent academic record, but who is unable to take on the cost of tuition fees. The scholarship is named after Legico-CHP, an organization that is an amalgamation of two who companies were major players in international and local construction projects.
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The Fleur de Lys Admission Scholarship Fund of the Telfer School of Management was created to provide financial aid to francophone students who wish to join the Telfer BCom program, but for whom the higher tuition fees pose a challenge. The scholarship was created through a generous donation by Mr. Ian Telfer, Telfer’s namesake, and it is designed to help students coming to Ontario and facing higher tuition fees.
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The Marcil Lavallée Accounting Scholarship is awarded to a Francophone student registered to the accounting program who has demonstrated community involvement. The fund was generously created by Ottawa accounting firm, Marcil Lavallée.
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The French Studies Bursary is a $1,000 admission bursary awarded to full-time students in the French Immersion Stream who are taking at least 2 courses (6 units) each term that are taught in French (including French-as-a-second-language courses). This bursary can be renewed for the three following years and reaching up to $4,000 in total.
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The Differential Tuition Fee Exemption Scholarship is offered to an international Francophone and Francophile student who is enrolled in a bachelor’s or master’s program as of September 2021. This significant contribution means that tuition fees paid by these international students will be nearly the same as those paid by Canadian students.
- Category: Telfer Announcements
The ninth of March marked the first day of Dean Brutus’ journey at the Telfer School of Management. Despite all classes being held online, the new Dean couldn’t wait to get in touch with his new environment: “When I signed my contract I was in Montréal and something was a bit off. The first thing I did on my first day was drive to Ottawa, get the key to my office, and worked from there,” Dean Brutus confessed. “It was important for me to be present and ‘touch’ Telfer and really incarnate the role from day 1. The next step is to get everybody else on campus and get the real feel, give some ‘high fives’ to everybody when it will be allowed, but it was a start,” he added.
Upon officially starting his mandate a week ago, Dean Stéphane Brutus has been looking forward to meeting with the student body at the Fireside Conversation: “I enjoyed the opportunity to talk with the students”, he said. “With the lockdown, it is difficult for me to get the pulse of the School and this meeting allowed me to do so. Some of the questions were direct and I appreciate the fact that the students had the courage to ask me.’'
The conversation occurred Monday morning, March 15th, on Zoom with students in various programs and our staff.
Do You Know Your Dean?
Hosted by Isabelle Décarie, Student Experience Manager at the Student Services Centre, the Fireside Conversation event was a great opportunity for any students to ask questions to the Dean and get his honest opinion on important topics at Telfer.
To start the event, Stéphane Brutus had prepared a special video entitled “Do You Know Your Dean?” where he was put to the test and answered general questions about his vision for the School, and even some trivia questions about Telfer and uOttawa. His performance on the latter section was nothing to be shy about. He also had the chance to tell us a bit more about himself through rapid-fire questions about his hobbies and interests.
Getting to Know Dean Brutus’ Vision
Prior to the Q&A portion of the event with the students, Dean Brutus had the chance to talk a bit more about his objectives for the School in the short and long-term: “I want to augment visibility of the School by reinforcing the Better Canada pillars as mentioned in the video (Editor’s note: Greener, Healthier, Happier, Wealthier) through continued support of our research,” he stated. “I want to improve the student experience, that is already excellent, and focus on engagement with Alumni as their involvement is really important just as for any business school.”
Dean Brutus had the chance to talk more about his plan regarding student experience: “The Case competitions are really important for the overall student experience. Having worked for 23 years at John Molson School of Business (JMSB), the case competition was a big part of the student experience and I’m a big fan.” He added on the subject by describing the ‘win-win' value he sees in the case competition: “It gives a chance to the students to perform when ‘put on hot fire.’ The Faculty also benefits from the visibility by participating, but also by hosting. The Telfer community can also benefit by being involved as judges or sponsors. It’s a good way to involve everybody,” he explained.
Questions from Telfer Nation Students
Within the last third of the event, Dean Brutus had the chance to answer the questions received through the registration form and some additional ones asked directly in the session chat.
Many subjects were brought up by the participating students, including global recognition of our School, online teaching, the presence of equity, diversity and inclusion in the vision of the Dean, as well as the future of research opportunities for students at the School.
Dean Brutus showed quickly that he is open to listening to any feedback, suggestions and comments from the student population: “The Dean seemed very motivated and excited to join Telfer,” noted Saida Sambour, a third-year BCom Marketing student. “His answers were always well thought out, and it sounds like he has done his research on the School! Hearing about his experiences at JMSB and his skills, the Dean seemed more than ready to take on his role at Telfer. During the conversation, he had no trouble answering questions. Some were more difficult than others, but he always found a way to answer honestly and conscientiously,” she concluded.
We look forward to the next years with Dean Brutus, and his development of our Vision for a Better Canada.
You can still watch the recorded “Fireside conversation with the Dean” session, in case you missed it. (MS Stream links are available to the uOttawa community only)
- Category: Telferimpact
The Telfer PhD in Management program opened its doors to welcome the first cohort of PhD candidates in the fall of 2016. Eight exceptional candidates among 28 applicants were admitted into the brand-new program. They committed themselves to tackling the journey that is PhD training, surely not fully aware of the erratic ride of challenges and victories ahead of them. Four years and one semester later, Vusal Babashov was the first student to successfully defend his thesis on January 18, 2021, and he is the first graduate from the Telfer PhD in Management program. Considering the hurdles caused by the COVID-19 pandemic, this is a remarkable achievement.
Choosing the right PhD program
Any student considering a PhD must first decide to dedicate the next 4 to 6 years of their life to PhD training. Choosing which field of study to join is also a major decision, as this will tie into their thesis topic, who their supervisors could be, and it could ultimately impact future career choices.
This is a big decision for all PhD candidates, but how does a student take the leap in applying to their field of choice?
Marwa Soliman joined the program in 2016. She felt that her decision to pursue a PhD at Telfer was obvious considering the diverse expertise of the school: “I worked in academia my whole life and pursuing a PhD in accounting was one of my dreams. Before joining Telfer, I lived for two years in upstate NY and during this time I was a frequent visitor to Ottawa. I started reading more about Telfer and the PhD program and I really liked what Telfer has to offer as a new PhD program. I contacted Dr. Walid Ben Amar and he was kind enough to provide all necessary information about the program. I enjoyed our conversation so much and I decided to join Telfer. Given the diverse expertise in the accounting and finance disciplines and the outstanding research output in the last few years, I felt I can prosper in this vibrant and encouraging research environment.”
Vusal Babashov did not give his program selection a second thought: “I chose Telfer's PhD program primarily based on the supervisors I was going to work with for the next 4 to 5 years. I did a fair bit of homework researching my supervisor. First, Professor Jonathan Patrick was quite visible and well regarded in the Healthcare Operations Research community. Second, he was actively engaged in research and publishing. Finally, after having an introductory meeting with him it was evident to me that we could work together. Professor Antoine Sauré joined the program shortly after I started my PhD. It was a natural fit for me to have him as my co-supervisor given our shared research interests. Also, he was just starting his tenure-track journey, and his engagement and motivation created more synergy and boost to my doctoral research commitment.”
Three Major Steps of PhD Training
After officially starting the program and completing four semesters of required course work, PhD students must complete the Comprehensive Examination, also known as the “PhD comps.” This consists of a two-part examination (written and oral) that is overseen by the Comprehensive Examination Committee . Passing these exams proves that they have acquired the relevant knowledge needed, and that they are ready to tackle a thesis project.
Before the end of their 3rd year in the program students must choose their thesis topic, prepare a thesis proposal and defend it orally. While most students at this stage are quite excited about starting their data collection, this is a big hurdle and a key rite of passage. Failure to successfully defend their proposal leads to withdrawal from the program – talk about stressful! We asked Andrea Ghazzawi how she felt about this challenge. “I knew what to expect, as I had defended my proposal for my Master as well. I absolutely love my research topic – social pediatrics – and had invested a lot of time into developing my research study with the support of my supervisor Dr. Craig Kuziemsky and the clinical director at the social pediatric centre Dr. Anne Marie Bureau. As such, I felt very prepared for my defense.”
We asked Marwa how she felt about this challenge. She adds that the support and guidance from her professors helped her achieve these milestones: “I was one of the first students in the first Telfer PhD cohort to join the program. It was both a challenge and an opportunity. Although, we did not have the history of previous students to guide us and provide some tips and tricks to manage our PhD journey, I was fortunate to always find the support and guidance from my professors in all the stages of my doctoral program including my comprehensive exam, choosing my dissertation topic and even during my proposal defense.”
After these steps, PhD candidates are well on their way to becoming independent researchers. This is after having spent countless hours of reading, planning, and designing the right research approach, making sure to ask the right research questions, and defining a methodology, a data collecting process, and analysis. Their major triumph is succeeding to publish their research, hoping to make an impact and help shape the future of their field. At this stage, PhD candidates are ready to write and defend their thesis and celebrate this immense achievement.
Support from Telfer
PhD training is an intense journey of academic and professional growth. The thesis supervisors play a major role in this process, but many other faculty members, support staff, and peers have a major influence on this training. For Marwa, Associate Professor Dr Qiu Chen has really made a lasting impression during her PhD: “I have enjoyed working with Dr. Qiu Chen. She is always supportive inside and outside of our seminar classes. I remember the first day of her class when she said that one of the great things about teaching PhD students is that you are working with your colleagues, not your students. I have recently asked her for a letter of support, and I was two days away from the deadline and she was very kind to provide her support and help. She came back asking for more information to provide her best recommendation letter even within this short period of time.”
Joining the student community
The Telfer Graduate Research Programs Student Association (TGRPSA) plays a major role in enhancing the PhD student experience at Telfer, sharing opinion or thoughts from the students, and ensuring their needs are met. Among the first PhD cohort, Alexander Chung was the first PhD student representative in the association and served as President until 2019. Alex offers a unique perspective about the Telfer PhD student experience: “Since the inception of the PhD program, the association has been instrumental in organizing activities to unite the students and promote our research. Two examples include “skills-sharing” activities and writing bootcamps. The skills-sharing activities allowed students to share their skills and hobbies with others while providing a social environment to help alleviate the stress of graduate studies, while the writing bootcamps were weekly sessions that provided a motivating environment for students to come together and write productively. Furthermore, we helped in organizing and delivering the thesis competition for graduate students.”
The Telfer PhD program now hosts five cohorts of ambitious PhD candidates, driven by a quest for knowledge and a desire to develop the research expertise and skills needed to conquer the world. Congratulations to them all for committing to the challenge. We wish all our students much success in their respective adventures and look forward to celebrating with each of them as they complete their candidacy.
- Category: Telfer Announcements
As part of the University of Ottawa, the Telfer School of Management prides itself in offering bilingual opportunities in countless ways within the world’s largest English and French university. Nine out of the eleven Bachelor of Commerce programs are offered in the French language, which means a student proficient in English and French can choose to study in English and in French, or in one of these two languages.
Other opportunities and incentives are offered for students to sharpen their skills in a second language. For English speakers who want to work on their French skills but still take most classes in English can take advantage of the French Immersion Stream. This stream allows students to take some of their regular content courses in French, while having the chance to benefit from a $1,000 scholarship for each year they participate in this stream if they fit the eligibility criteria. In their first two years, students have the option to take accompanying language courses to build a strong base in French. In their third and fourth years, students move on to more advanced classes related to oral and written communication.
This Francophonie Month, Telfer is highlighting four clubs and committees who value the inclusion of the French language and Francophone culture in the Telfer community.
Telfer Competitions Committee
Each year, Telfer undergraduate students compete at several case competitions where French speakers can speak in their mother tongue, including Jeux du commerce (JDC), Happening Marketing (HM), HR Symposium, and Omnium Financier (OF). The Telfer Competitions Committee (TCCT) recruits and organizes the teams from Telfer who will represent the School at these competitions. “The Telfer Competitions Committee allows students the possibility to use what they learned in class in a real-life consulting situation,” mentions TCCT President, Elias Azzi. TCCT participants can develop their analytical, problem solving, and communication skills in both French and English by solving real-world business problems in a case crack.
JDC is a large student competition offered to Canadians in their undergraduate studies located in Eastern Canada, usually attracting 1,300 participants from 13 different schools each year. The competition is predominantly conducted in French, although academic case cracks can be presented in each of the student groups’ language of choice. On the other hand, Happening Marketing is the largest marketing inter-university competition in Eastern Canada with 10 competing ten universities. HM consists of 6 academic cases, 1 quiz and 3 components: social, participation and sports. Lastly, Omnium Financier is the largest academic competition in finance and accounting in Eastern Canada. The event aims to promote careers in both fields, regroup students from different universities, and allow them to network with industry experts.
These competitions, overseen by Regroupement étudiant des facultés d’administration de l’Est du Canada (RÉFAEC), are fully bilingual, but mostly conducted in French due to the demographic of competing universities. “A proper operating proficiency in French allows students to better interact with sponsors and delegates from other universities”, states Elias. He also enjoys these competitions because of the opportunity to expand his network: “As a bilingual student, it's nice to participate in an event where French takes precedence. It's also nice to meet new people and to network in the language of your choice.”
Francophone club members largely contribute to the advancement of the Telfer Competitions Committee. “French executives bring so much to the table,”believes Elias. Some case competitions are hosted in French in different regions of Canada and Quebec. Therefore, the team must have representatives who can communicate with other committees in French. “We truly need a bilingual executive team to properly judge and serve every student on an even playing field,” says Elias. The French language also holds importance in the recruitment process for the competitions.
As a former student of the French Catholic School Board (CECCE), Elias chose to study mostly in French at Telfer. “It was close to home, but more importantly it was completely bilingual,” shares Elias. In 2020, he became president of the Telfer Competitions Committee and is proud to be a part of it: “TCCT is what I would think is the most bilingual club/committee Telfer has to offer as most of our competitions are held in Quebec. TCCT is fully inclusive and attracts unilingual and bilingual students to be part of its competitions and executive committee.”
Place à la jeunesse
Jeux du commerce also founded the Place à la jeunesse (PALJ) initiative in 2004. The francophone event consists of a university-level case competition only offered to Franco-Ontarian high school students. PALJ not only promotes the French language, but it allows students to get familiar with the business world and get the chance to win scholarships to study at the University of Ottawa. “We also believe that it is important to have the opportunity to study in one's mother tongue in post-secondary education,” mentions Émilie Desrosiers, faculty coordinator of Place à la jeunesse. The competition is the perfect opportunity to meet new people: “You can also make good connections and sharpen your networking skills with members of other schools, students from uOttawa, and our guest judges.”
The competition starts with a preliminary round in which over 90 Franco-Ontarian high school students resolve cases in 3 academic subjects: marketing, entrepreneurship and accounting. The principal committee then chooses 24 teams, 8 per academic subject, to go on to the final round. Similarly to JDC, the teams in each of the three academic categories receive the same case to crack. Despite the event being held entirely in French, teams can present in the language of their choice. A panel of academics and business experts evaluates each team’s work to determine a winner.
Place à la jeunesse is one of the few clubs on campus where French is predominant on the organizing committee. President of Place à la jeunesse, Catherine Gringas, shared her experience and motivations for being part of the club: “It makes me really proud to say that every year, our chosen organizing committee is comprised of students who study in French, appreciate the language, and believe in the importance of post-secondary education in French.” Catherine has been involved with PALJ since 2019 and became president in 2021. “I started to get involved with Place à la jeunesse as a volunteer in 2019 and I loved the concept of the competition, the club's mandate, and the people who were a part of it.”
Despite the challenge of an inevitably virtual setting this year, it was important to the group to make sure PALJ still happened so students could have the opportunity to surpass themselves. “We are all very proud to host this competition year after year even if we have to adjust it,” mentions Émilie. Place à la Jeunesse will hold two competitions this year, in April and November, and begin recruitment for their committee in the summer. “We are always looking for passionate people who have at heart education, entrepreneurship, and French, to help us organize the event,” shared Catherine.
CASCO Charity Organization
Every year, Telfer’s student-run charity organization CASCO raises money for the Children’s Hospital of Eastern Ontario (CHEO) and highlights students and their talents at the annual Gala show. The event includes different forms of art such as dance, music and fashion. CASCO brings together students, the business community and Ottawa locals for the common cause of raising funds to support CHEO. Just last year, the organization was able to raise over $53,000 for the Recreational Therapy program at CHEO.
The CASCO team recruits members on social media platforms such as Instagram and Facebook. Within their team, the organization encourages members to speak the language of their choice: “This will hopefully make our French members feel more at ease while asking questions and know that they can express themselves in the language that they are most comfortable with,” mentions Danika Dumoulin, VP Development at CASCO. The team also reaches their French audience through Q&As on Instagram, in which the questions are answered in English and in French so any student can feel comfortable to participate.
Students involved in the CASCO Charity Organization can expect to “build interpersonal skills by working as a team and collaborating with others.” In fact, the club works together for the common objective of helping those in need. “CASCO also teaches students the importance of helping others and demonstrating that anyone can make a difference if they put their mind to it,” says Danika. As a Francophone VP and student, Danika joined CASCO and had the objective of making it a bilingual club: “When I joined CASCO and met all of these other people studying in business, I felt as if the French program was in a bubble.”
Students who join CASCO have an opportunity to meet people outside of their program and make connections that can last a lifetime. Danika shared her advice for future students interested in joining the club: “I definitely encourage French students to join CASCO, it's a great way to meet new people that study in the same field as you. The French program does not include all the students at Telfer, and I think that's very important to remember! I could not imagine a better way to remember my university experience. Not only was I introduced to some of my best friends, but they gave me a second family that I could rely on.”
Telfer Student Council
The Telfer Student Council (CéTSC) represents over 4,000 undergraduate students enrolled in Telfer’s Bachelor of Commerce. The team, comprised of around 25 representatives from different backgrounds, organizes annual events dedicated to the Telfer community and helps other Telfer clubs to fund and run their various events. They welcome each new round of first year BCom students to the school, organize a celebration for each graduating class, and hold an event recognizing the countless achievements of the Telfer Clubs community.
The CéTSC team values both the francophone and anglophone communities, but they are working to establish more French-focused initiatives in the club: “We have the responsibility to ensure that our communications material and services are offered in both official languages,” shared Nick Gratton, VP Marketing at CéTSC. Nick also added that he hopes to see more francophones get involved with CéTSC in the future: “Students who are seeking to build on francophone culture and francophone pride at Telfer should undoubtedly get involved with CéTSC. If you are passionate about something, whether its general change or a specific topic or cause, join CéTSC and/or get involved with Telfer Clubs. It's truly the best way to shape student culture and the student experience at Telfer.”
Each year, students can apply to be a part of the annual election, then Telfer students vote for the individuals they wish to see take on each role in CéTSC after the campaigning has concluded. Some roles on the team do require bilingualism as VP Marketing and VP Academic both require the completion of a language competency evaluation to ensure French and English proficiency, so that they can make sure to communicate to the student body in both official languages.
A number of Telfer clubs make sure to give Francophone students the opportunity to get involved in academic, professional, and social activities. The diversity brought by students fluent in French allows the clubs to compete at competitions on a larger scale, host events in French, network in English and in French, and recruit students who grew up with French as their first language. We look forward to continuing to see French-centric initiatives and opportunities for Francophone students to get involved in the student experience at Telfer.
Make Change: A Message That Resonates at the 6th Annual MBA Diversity and Inclusion Case Competition
- Category: Latest News
This year’s 6th Annual Diversity and Inclusion MBA Case Competition hosted at the Telfer School came to a close on March 5th, where 10 teams competed against one another. Held in close partnership with Export Development Canada (EDC), Deloitte and Royal Bank of Canada (RBC), the competition lasted over the course of 2 weeks, where participants had to examine emerging challenges and propose solutions pertaining to an assigned case on this year’s theme: Systemic Anti-Black Racism in the Canadian Workplace.
Throughout these two weeks, participants were periodically invited to attend interactive sessions with the competition founding The Deloitte Greenhouse team kicked off the opening day of the competition with an Interactive Live Session, adapted to the case topic, to engage participants intellectually, emotionally and physically and set them up for success in cracking this year’s case.
A week later and after submitting each of their executive summaries on the case subject, the teams were invited to a Diversity Experts Session hosted by EDC, an organization that leads by example when it comes to fostering an inclusive culture.
It was then showtime as the second phase of the competition took place when participants had to put together a video presentation. Each presentation would present the teams’ innovative ideas to tackle this important challenge of inclusivity in the workplace, in hopes to convince the expert panel of judges on the creativity, feasibility and pertinence of their solutions on:
How Canadian corporations can create an environment in which employees can thrive and reach the following targets:
• 3.5% of executive and board roles being held by Black leaders by 2025; and,
• at least 5% of new hires being from the Black community by 2025.
A Message of Fostering Change
As the case competition neared the end for another year, the closing remarks resonated with the attendees during the heartfelt speeches from this year’s year’s special guests from the The BlackNorth Initiative: the Executive Director, Dahabo Ahmed-Omer, and the Executive Chairman and Founder, Dr. Wesley J. Hall. The case question was directly inspired by The BlackNorth Initative pledge to end anti-black systematic racism.
“Bring us to a place where Black Canadian can prosper and are given an equality of chances,” said Ahmed-Omer, hopeful that a competition like the Diversity and Inclusion MBA Case Competition can help shape the roles of our future leaders.
Ahmed-Omer added her thoughts on systemic anti-black racism in the Canadian workplace: “In order for us to see the problem, we need to acknowledge it, for all of us to act on it."
From virtual to international
In the midst of the current pandemic, the sixth edition of the competition went online, opening the gates to yet another first for the competition: the world. This year’s case competition welcomed 10 MBA teams, including 8 teams from across Canada and 2 international teams: FIA Business School from Brazil and Barna Management School from the Dominican Republic. Even though the case portrayed a Canadian reality, all could agree issues around anti-black racism in the workplace are global and the judges all agreed on the overall quality of the strategies and presentations offered by all participating schools. Our Telfer Nation representatives, Sinatrio Raharjo, Krishna Venkatasubramanian, Roxy Lu and Sushant Garg, better known by their collective pseudonym Awesome Possum during the competition, was led by Coach Sylvie Albert, Lead of Internationalization and New Initiatives at the University of Ottawa.
At the end, Beedie School of Business of Simon Fraser University (Team InCahoots) brought home first place with a solution that was described by the judges as a compelling case for an important issue: “They showed a willingness to take a step ahead in developing a solution to restrict current gaps in the workplace, while presenting a strategy not just based on subsidies solutions, but filled with bold ideas.” stated Justine Hendricks, Senior Vice President of Sustainable Business & Enablement at EDC. Hendricks presented a shared $5,000 prize to Team InCahoots composed of Bessie Chow, Kelly Woo, Viksit Jain, Raymond So and Coach Shelley Graham.
1st Place - $5,000 | Beedie School of Business - Simon Fraser University |
2nd Place - $2,500 | John Molson School of Business - Concordia University |
3rd Place - $1,250 | DeGroote School of Business, McMaster University |
The steering committee is already planning the 7th edition of the event, which will take place in early 2022. Any organization with an interest in diversity and inclusion issues and topics is invited to contact the Telfer Graduate Programs Office to discuss possible participation in next year’s competition at:
- Category: Latest News
Today’s article is written by team member Stephanie Thompson. Stephanie is a program officer at Telfer Executive Programs. She manages logistics and administration for a wide portfolio of programs, ensuring high-touch client service and maintaining a standard of excellence in program delivery. Among her portfolio of programs, she is responsible for the Boundless Leadership: A Breakthrough Program for Women.
International Women's Day has a long history and, like other holidays related to social movements, it has shifted in part from its original political meaning. When I was obtaining my Gender Studies degree at Queen’s University, International Women's Day was a day of protest to recognize the injustice that women – particularly poor, working-class, racialized, immigrant, trans, and Indigenous women – still face. As I flash-forward to the present day, my background as a social scientist helps me advocate for social justice in my work at Telfer Executive Programs and to maintain a balanced opinion and perspective.
As a Program Officer at Telfer Executive Programs, I was given the opportunity to take on Boundless Leadership: A Breakthrough Program for Women, a program we designed specifically to address the needs of current and emerging women leaders. It has been a great experience being involved in a program where I am surrounded by such accomplished women I can learn from and who motivate me to grow my leadership skills.
In my role, I have been supporting the program’s delivery, which allows me to sit in on program sessions. A few weeks ago, in one of the sessions, one of our guest speakers used a phrase that has been bouncing around in my mind ever since: the “tyranny of the day-to-day”.
It seems to have resonated with the program’s participants as well as it continues to reverberate through this cohort. I think it’s because it cuts to a deep truth we’re all feeling right now. We’re all working longer hours, attending more meetings, writing more emails, cooking more meals, spending more time and mental energy keeping ourselves and our families safe from the virus… there’s simply no time to pause and reflect. There’s also no time to consider the hardships we and others are facing, if we’re moving in the right direction, or if we’re shaping the world in the way we’d like it to be for the next generation.
I hope this year, on International Women’s Day, we can take a moment away from the tyranny of the day-to-day to reflect. Reflect on the progress we’ve made, and the work still to be done. I am a part of the Support Staff union at the University of Ottawa, which is made up of over 75% women, and I see the invaluable work we do to support a massive institution like the University. As a Program Officer at Telfer Executive Programs, I have been fortunate to engage with many women in positions of leadership, learn about their career journeys, and even watch them progress to hold more senior roles. I have the opportunity to see women like Dr. Virginia Roth graduate from the Telfer Executive MBA and become the first female Chief of Staff of The Ottawa Hospital. I see so much to celebrate, to pause and reflect on, before taking a deep breath and tackling the work still to come.
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- Category: Health Systems Management
Our Master of Health Administration (MHA) students are shaping a healthier debate with their final assignment as part of the Health Care in Canada course (MHA6360). This course, led by Assistant Professor Agnes Grudniewicz, consists of an interesting project as the final class assignment which involves an online publication opportunity. The students were to prepare an opinion article on a chosen topic of interest with the ultimate objective of being published in Healthy Debate, a Canadian online publication that aims to provide easy-to-understand information about the health care system.
An opportunity to make an impact beyond the classroom
Professor Grudniewicz first came across the Healthy Debate online platform during her PhD studies since their editorial office was based at Toronto’s St. Michael’s Hospital where she was conducting her research.
“The idea to include Healthy Debate as an applied learning opportunity came to me this summer, while planning the first online delivery of the course due to the pandemic. I simply decided to reach out to them,” she added. “They were very enthused about the idea as it aligned with their new goal of using their platform as an educational opportunity.”
The experience of writing for Healthy Debate
For the assignment, students were expected to follow all guidelines to write an opinion article as outlined on Healthy Debate’s website. Students had the chance to read previous opinion pieces to understand the tone and style of these short-type articles.
Ranging from 650 to 900 words, the opinion articles are far more challenging to write than usual longer research papers since ideas, fact-based content and argumentative information needs to be concise. “It was a challenging exercise because they had to adapt to the style of Healthy Debate, which is very different from more academic writing. It’s punchy and short. Students had to think about ways to write about a niche topic to a broader audience, using lay terms and explaining concepts,” stated Professor Grudniewicz.
Students had the opportunity to consult with the editors at Healthy Debate regarding their topic and work with them to submit the article for publication. This consultation and submission to Health Debate was an optional component of the assignment, but students were strongly encouraged to make use of this fantastic opportunity to strengthen their assignments, as their article is expected to be of high enough quality to be submitted to Healthy Debate for publication after they are graded.
“The Healthy Debate assignment was a great learning experience as we got the chance to pick a health subject of our choice. We felt proud to share our opinion with a broad range audience and bring awareness about mental health in these COVID-19 times,” shared MSc in Health Systems students Mohcene Abdessemed and Sandra Blais-Amyot, co-authors of the now published opinion piece Pandemic, winter taking toll on Canadians’ mental health. “We had the opportunity to interview a mental health professional to gather his insight on the current situation. We found the course professor and the Healthy Debate editors to be very helpful in providing constructive feedback that guided and strengthened our article.”
The assignment was also followed by a requirement to create a 10-minute podcast where one student interviews another on the topic of their Healthy Debate article. “Students did tremendously well on this component, surprising me with their creativity and enthusiasm,” exclaimed Professor Grudniewicz.
Lesson learned
"Publishing in Healthy Debate was a great opportunity to collaborate with a colleague and add our expertise to a topic that we're both passionate about. It allowed us to not only apply the course content to a real-life policy issue, but to also use our respective professional backgrounds to bring our different perspectives to the issue." shared MHA student Joey Taylor, one of the co-authors of It’s time to get moving, Canada.
“I think it was a great experience for these students because they got to pick a topic that was important to them – either because of personal experience or because a topic we covered in class sparked a new interest” reports Professor Grudniewicz. She concluded: “the MHA trains our future health care leaders. In this assignment, I wanted to give our MHA students the opportunity to join the conversation and have their voice heard on topics that mean the most to them. I hope having their work published inspires them to continue to actively engage in health policy discussions for the betterment of our health care systems.”
Read each of our MHA students’ articles published by the Healthy Debate:
‘Cure sometimes, treat often, comfort always’: The importance of support networks, by Brent Leonard
Addressing racism in Indigenous health – Moving beyond systemic reassurance, by Amanda Larocque and Maddie Venables
Fighting fire with fire: Managed Alcohol Programs need to be widely implemented, by Steven Parker and Erin Tighe
It’s time to get moving, Canada, by Joey Taylor and Talia Ignacy
CANZUK: A cure for our healthcare challenges?, by Anna Wu and Priyank Tyagi
Pandemic, winter taking toll on Canadians’ mental health, by Mohcene Abdessemed and Sandra Blais-Amyot
- Category: Latest News
Successful in her career, Maria McKay (Telfer MBA, 2012) is a caring mentor and a true agent of change for her clients in the public sector and for the Black, Indigenous, and People of Colour (BIPOC) communities and beyond. Maria is a Senior Manager in KPMG's People & Change Advisory Services Practice. She grew up in an environment where differences of opinions and ideas were encouraged and seen as a strength. Throughout her life, she lived according to the values of promoting good, both for herself and others around her, by standing up for what’s right and supporting people to do the same.
Maria was adopted as a small child by two people she considers to be her original allies: “I am very lucky to have been raised by thoughtful, humanist parents,” shared Maria. Her late father was a United Church Minister who shared his beliefs about social justice and inclusion with her growing up: “My dad grew up in New Glasgow and told me about a teenage experience he had there when a Black woman refused to leave a Whites-only area of the local movie theatre, and the disgust he felt at the violence against her that ensued. I only figured out who this incredible woman was in 2016 when Tim Harper of the Toronto Star wrote a story about the heroine, whom he suggested should be put on our new $10 bill (Viola Desmond), which was the same story my dad had told me as a child. My dad would have been absolutely thrilled at the ultimate decision to put Ms. Desmond on our new currency! This early experience may have been part of the reason why Martin Luther King and the US Civil Rights Movement had such a profound influence on my father, and was why he chose to study in Boston, where my parents met me.” Despite hopes to the contrary, Maria’s parents were powerless when she was on the school ground, and she had many early, difficult personal experiences of exclusion and racism. However, this opened Maria’s eyes to observe human behaviour from many different angles and led to her interest in the study of groups and organizational values and norms, or cultural anthropology.
After completing her Bachelor of Arts (BA) in Cultural Anthropology and History, and later her Master of Library and Information Studies (MLIS) in Canada, Maria’s career took her back to the United States East Coast and the cities of Atlanta and Boston. She worked at McKinsey & Company as a Research Analyst and as a Strategic Market Intelligence Analyst at EY. Her strong strategic research and analysis capabilities combined with her interest in working with others made a career as a management consultant seem like a perfect fit. At least, that’s what Gregory Richards, Director of Telfer’s Executive MBA program, thought back in 2011 when Maria showed interest in pursuing an MBA.
Telfer MBA: A Life-Changing Decision
Maria decided to come back to Canada and pursue her Master of Business Administration (MBA) at Telfer. We have Gregory Richards, Cognos Professor of Performance Management at the time, to thank for it: “At the time, we interviewed everyone who applied to the MBA program. Maria had non-consulting experience at McKinsey and EY,” recalled Professor Richards. “After talking with her, it struck us that she had the analytical, interpersonal, and problem-solving skills to become an excellent consultant. I think we might have asked her why she hadn’t considered consulting before given her professional background.”
Maria shared how she chose to pursue her MBA at the University of Ottawa: “Greg Richards is a big part of the reason why I picked uOttawa. I wanted to study with an expert in strategy and performance management and my big brother strongly recommended Greg. I also did not have a long history of having had Black professors as I only had two as an undergraduate at U of T . In my MLIS I did not have any Black professors, but the school was incredibly supportive of my interests including my final project, a comprehensive bibliography that detailed the history and experiences of Black American librarians. I learned a great deal from all my professors at Telfer, and especially Gregory Richards and Gerard Brathwaite-Sturgeon, who is an expert in organizational behaviour and HR. And in the end, Greg was right, and I ended up doing very well in my consulting course.”
A proud mentor and teacher, Professor Richards saw Maria excel in the program: “Her work in the MBA program showed her capabilities to not only solve problems, but to work collaboratively even with people she found to be difficult sometimes. It is good to see that she has become an accomplished consultant post-graduation.”
Maria now has close to twenty years of professional experience. She helps people and organizations to identify desired outcomes and to determine how to realize value through structural cultural and operating model changes. She lives according to the spectrum of belonging that celebrates diversity and inclusion, and she also pushes for anti-racism, equity, and justice. Above all, Maria is passionate about serving clients and other people, and she’s been recognized for her ethics and support of students, professional peers, and newcomers to Canada. Her contribution to the Telfer MBA Mentorship program after graduating is no surprise to all.
A Passion for Mentorship and Coaching
Maria is a mentor in the Telfer MBA Mentorship program, providing useful advice to Telfer MBA students. The program allows current MBA students with the opportunity to interact with an accomplished professional to build their network and seek career advice. “A program like the Telfer MBA mentorship program couldn’t function without people like Maria,” exclaimed Caroline Hannah, Relationship Manager at the Telfer Career Centre. "Maria was a mentor before even joining the program. It all came naturally to her. Throughout her MBA, and following, she would welcome having coffee chats and meetings with students as she enjoyed those connections and guiding others. That’s passion for mentorship.”
Maria does indeed have a strong inclination for mentorship: “I am always on the lookout for somebody who needs my help as a mentor or coach: clients, colleagues, friends, strangers on planes, business school friends. If someone asks me for help, it may be just once or several times, I try to say yes if it makes sense and I have something of value to offer to them,” declares Maria. “I try to be a confidence lifter for others, and especially women and racialized people, as they build their feelings of self-efficacy and self-worth while also building a professional network.”
Mentees of Maria’s start with the end in mind by doing an exercise called ‘the life I want,’ and then they align their personal and career aspirations to their own desired future state. She helps to guide them on setting and achieving goals, and she engages in discussions with them about philosophies on management practices, work-life integration, and professional success. The mentor/mentee relationship might evolve from there, depending on the needs expressed by each mentee.
“A wise business leader shared with me her perspective on the difference between a mentor and a coach. When you are mentor, others learn by direct or indirect ‘osmosis’ when you share your own experiences and hope it inspires them. As a coach, you try to establish conditions for others to see what might be possible and what could be different through their own exertion of energy and effort and then support them as they build their own plan. What happens next is up to them in terms of how much they want to practice their craft and what actions they are willing to take, or which sacrifices they are willing to make to work toward their future life; so sometimes I am a mentor and sometimes I am a coach,” explains Maria.
She has enjoyed her experience as a mentor at Telfer, including helping students get started in their careers: “There is a component to my work at Telfer that involves communication training for newcomers related to learning how to do business in Canada and translating cross-cultural experiences. I have also been able to help some students make connections to employers and make decisions about job offers,” added Maria. “It’s an honour to help them with this, and to have others trust me enough to let me help them think about their future. I’m grateful for this experience, and I’m so glad Caroline Hannah brought me in with open arms.”
Standing Up for Herself to Help Others
With a successful career in consulting and dozens of mentees she has helped, it can be concluded that Maria has always found it easy to help others and advocate on their behalf. During her undergraduate degree she marched on campus and fought against discrimination in a group called ‘United Coalition Against Racism.’ However, it wasn’t until the tragic events surrounding the death of George Floyd in May 2020 that Maria rediscovered her activist roots and the courage to speak out more publicly again against racial injustice.
“One of the leaders at my firm told me last June: ‘You don't have to worry anymore about being labelled an ‘Angry Black Woman’ when you raise important issues – just be yourself,’" said Maria. “I honestly thought I would have to wait until I retired before I could voice strong opinions about racism, bigotry, misogyny, able-ism, and to loudly support Black Lives Matter, Indigenous Lives Matter, LGBTQIA2+, and Mental Health movements amongst others because I did not think the mainstream world would listen. What I realized in the last year is that there are so many people around the world who are as ready for change as I am and that if I speak from the principles of honesty, authenticity, integrity, and love for my fellow humans, there is nothing to fear from speaking the truth on any stage, private or public.”
Inside her firm, Maria is an active member of KPMG’s Black Professional Network and an ally in the National Indigenous People’s Network. She is also a change management leader who seeks to help organizations prepare for a future of work that is ‘inclusive by design.’ “The digital business transformations that were being planned or were underway before the pandemic are necessary to modernize how work is carried out to enable workers to do their jobs more safely and enable the large-scale shift to hybrid and remote work. However, when we introduce automation and AI to enable changes, many of the workers most at risk are women and BIPOC staff. If our guiding principle is to ‘leave no one behind,’ then we must use data and analytics to assess the impact of emerging technologies on workers by race, age, gender, and location before we change anything – and then build a people-centric path to the future for all, especially considering the differential impact of COVID by race and gender,” stated Maria.
According to Maria, without the support of others, it would not be possible to make changes in one’s personal life or career, and that is why she is so invested in being a mentor and coach to others. While she has experienced many challenging periods throughout her life, she has always had people who advocated on her behalf and helped her, so passing it forward comes naturally. It is also why she tries to live by the adage (exact origins unknown), ‘We are not put on earth to see through people – we are put on earth to see one another through,’ Maria concluded: “One of the greatest privileges in my life is to have mentees share their hopes and aspirations related to the life they want with me. It is fulfilling beyond words to serve others by helping them articulate their own vision, plan the required steps to get there, and then cheer them on as they make moves toward achieving their dreams.”
- Category: Telfer Announcements
By Dorra Jlouli, Ing, Agr, MBA
Part-Time Professor at the Telfer School of Management, uOttawa
Telfer School of management MBA’s students in the course Leadership & Management - MBA5636 – felt proud this semester about experiencing an interactive online simulation to acquire leadership skills preparing them to successfully lead change management process in their organisation!
« We are very proud to have been part of the first group in North America to complete Wallbreakers Leadership online simulation.! » said Vickie L. , Mireille N., Cherlande R and Charlotte K., candidates to MBA 2022, Telfer School of management. I warmly thank the University of Ottawa and Professor Dorra Jlouli for providing us with this rich experience as part of our MBA journey", added Mireille N.
Who had not faced challenges while managing one’s team resistance caused by a major process of organisation’s change ? Our recent context of COVID-19 is the best shared example.
Innovate in our way of teaching
The recent move to the online training in our Ottawa University was itself a significant change that had a major impact on the teaching methods we have been using. That said, this context was also a great opportunity forcing us to lead with innovative ways of teaching. The Funding Program for Pedagogical Innovation of Telfer School of Management supported our initiatives to innovate in our way of teaching. My certification for using and facilitating a workshop with Wallbreakers leadership simulation was supported by this innovation Fund. It’s an excellent example proving the efficiency of learning by action where the students enjoy the game while learning leadership skills.
"And honestly, I would r'ank this method at the top of the list for learning change management and leadership in general! ”, said Arlette G.
How does it work?
Prior to the two day simulation workshop, the students learnt the different theory related to leadership and change management that they need to practice during the simulation. We went especially through the Gauleman leadership styles, disc® 8 dimensions of leadership , Ungian-Inspired Personality Types, Rick Maurer approach to change management, Jand ohn Kotter’s Eight Accelerators.
During the workshop, the students are divided into 4 teams where every team represents the manager of one of the major four departments of the company who have to lead the change and overcome the resistance of their 10 employee who have recently heard about a fusion between their company and an unknown one. The buses, the game’s metaphor for the department, are presented with different colours (green, red, yellow and violet).
The students are competing and every team see simultaneously the way the other teams are managing their change process. What you see inside the buses are not pieces of Lego game, but the employee. The students have to move forward the buses from the first phase of the change process (The Start-up phase) to the last one (the anchoring one). They are challenged to keep as many employees as inside the bus during the hole process of change. That’s a continued challenge as the “virtual employee” resist all along the three phases of the change process.
The students have to manage both the gear they decide to use to move the buses forward (the speed of managing the change) and to take the suitable leadership action to manage their employee’s resistance. They immediately see the effect of their decision in terms of employee resistance as shown below.The only way to overcome their employee resistance is to choose the suitable leadership decision to bring their employee back to the bus “their department”.
“Through a practical case on managing a merger of two companies, I had fun using the Wallbreakers tool. This allowed our team to have real-time feedback from employees on our various decisions and to regularly adjust our actions in order to get everyone on board ” Said Pierre C.H.
The debriefing session following the simulation is as important, if not even more important than the simulation itself, as the students synthetize on their experience, share their lessons learned, realize and understand the consequences of their leadership decisions and comment on their own leadership style and how it affects the team dynamic. They make the connection between the theory and their active learning experience.
How does it benefit MBA students?
“The Wallbreakers simulation allowed us to exercise our different styles of leadership and to understand that the situational leadership was the one that best suited team mobilization and goal achievement. “ Said Charlotte K., candidate to MBA 2022.
For MBA Students, who have already an experience in management, the active learning methods such using simulations is suitable. Indeed, it offers them a similar environment of a real professional situation they might had experienced. This stimulates their learning capacity by helping them to make some connections with their own experience. They learn from their mistakes and capitalise on their success.
"The Wallbreakers experience allowed me to put the theoretical concepts I learned in the course into action immediately. We had the opportunity to have several important team discussions on change management and leadership that will be useful throughout my career path.", said Justin Thibault, candidate to MBA 2022.
“Wallbreaker simulation give us the opportunity to practice the concepts learned in class. We really experienced it as a real business situation, sometimes forgetting that it was just a simulation, so heated were the debates to reach a consensual decision within the group!”, said Arlette G.
To learn more about Wallbreakers simulation, the recording of one of the debriefing sessions following the simulation of the course MBA5636 is available here.
- Category: Latest News
By Dorra Jlouli, Ing, Agr, MBA
Part-Time Professor at the Telfer School of Management, uOttawa
Innovation is not only about creating new products and services but especially when we innovate in our way of teaching our “Green mind” leaders!
I'm happy that my students enjoyed the World Climate Simulation we run in November; a great success! We are innovating at the Telfer School of Management at the University of Ottawa by using interactive tools to teach our students complex topics with simple simulations.
Climate change is a matter of all. It’s so efficient to explain a complex climate system within our current virtual e-learning environment by using innovative simulations such as En-Roads and World Climate simulations.
During my class of Leadership, Strategy and Sustainability, for the 4th year Business students, they got the memorable chance to have a roleplaying game where they play diplomats at a virtual urgent UN climate summit. After playing the World climate simulation a month ago (C-Road simulation) focusing on making strategies to define when and how much nations must reduce their emissions to reach the international climate goals (reducing the global warming to less than 2 degree Celsius), this week the students learnt how it’s possible to reach the target warming by playing En-Road simulation. They learnt how sectors of activity like energy supply, energy use, and land use affect climate change.
I believe in the power of learning by action. En-Roads simulation is an efficient interactive tool to engage my students by action to experience what do we mean when talking about the interconnectivity in the "Climate system".
Within a 3 hour workshop, the students had the opportunity to see what’s going on globally and how every action is important in contributing to reduce the climate change issues. Ultimately, this is to achieve the Paris United Nations Climate Change Conference's central goals.
The students were divided into six teams that represent different global stakeholders of the business, government, and civil society who can influence climate solutions: Clean Tech; Conventional Energy; Industry & Commerce; Land, Agriculture & Forestry; World Governments; and Climate Justice Hawks.
Their actions are analyzed in real-time with the En-Roads simulator to determine their effects on the climate.
Every team was asked to present their scenario from their Stakeholder-role’s perspective and give the arguments to the audience, where the Secretary-General of the UN takes notes and animate the debate.
While using interactive modes, like En-Roads simulation and world climate simulation, it’s easier to explain to “business students” who don’t have a scientific background in the climate system and environment, the environment’s issues of complex theory like climate system.
By acting, the students not only understood the correlation between the different factors of the climate system but also became climate ambassadors. This is with the conviction that it’s not too late to fix the issues of climate change as long as every stakeholder contributes to the global effort for reaching our common goal.
Big thanks to Climate interactive and MIT Sloan for their amazing job in creating such innovative tools.
See the full recorded session to learn more.
#EnROADS #ClimateAction
- Category: Telfer Announcements
Looking for a fresh perspective on a new or special business project or simply interested in working with highly motivated and qualified MBA students? The Telfer School is seeking organizations to engage our MBA talent in hands-on business challenges.
Telfer's MBA students are equipped with an average of 6-7 years of full-time work experience. This ensures a quality base of theory and technical skills that our students can utilize for success in an internship. All of our MBA students are supervised by a faculty member, and they have access to cutting-edge data to resolve even the most complex of problems that your organization may encounter.
There is no doubt that the experience will be valuable for both your organization and our students. The MBA Internship Program provides businesses with the chance to find qualified individuals and evaluate potential fit within your workplace without going through the traditional lengthy hiring process.
The MBA Internship Program Experience
In previous years, our business partners who have hired MBA students on their team have been pleased with what they were able to gain.
“The MBA internship program helped successfully fulfill a niche project role in our Finance department. Ultimately, we hired our intern into a full-time role, which speaks volumes on the quality of the program and the students” - Paul Richards, Director of Business Development and Commercial at The Ottawa Hospital.
"Happy Goat Coffee Company is a big fan of Telfer's "MBA Consulting Project"! The project helps us to find answers to questions and solutions to problems that we usually don't have the time or staff - or both - to deal with. The high qualification of the participants and the quality of the results of the projects carried out so far is self-evident. Happy Goat Coffee Company can do nothing but highly recommend this project!" - Dr. Hans-Juergen Langenbahn, Head Roaster at Happy Goat Coffee Company.
"I would like to offer my entire support for the internship program offered by the Telfer School. It is a tremendous opportunity for students to obtain knowledge of a more practical nature that will assist in their job search. The organization itself also benefits, not only from a mentorship perspective, but also in acquiring additional expert advice and counsel." - Elizabeth Kingston, President of the Canadian International Council, National Capital Branch.
Here’s how you can benefit from our program:
What constitutes an acceptable internship?
A challenging project that provides meaningful results for you. For example, current internships include market development, process improvement, and strategy process review.
How many hours can interns work?
There are two delivery options: part-time or full-time internships. The part-time internship represents 15 to 20 hours per week for a period of 6 months, starting in January. The full-time internship consists of 40 hours per week of work from September to December. The exact number of hours depends on whether the internship is sponsored by Mitacs* or OCE** or if the internship is directly funded by the organization.
What will it cost my organization?
The average hourly salary paid to the MBA intern ranges from $20 to $25 per hour. The total salary paid depends on whether the internship is supported by Mitacs or OCE or if it is paid directly by your organization. It is possible to offer an unpaid internship opportunity, but offering a salary increases your chances of a student ultimately selecting your organization for their internship.
What do I have to provide to the intern?
- A motivating and challenging project.
- Organizational and technical orientation as required.
- Time to discuss issues with the student, and to provide feedback on progress reports.
Find the Right Telfer MBA Intern For Your Organization
Contact the Telfer Academic Success and Student Experience Team:
Telfer MBA Internship Program
Phone: (613) 562-5884
Email:
Visit the MBA Internship Program page on our website.
* Mitacs is a not-for-profit organization that provides matching funding to companies that hire full-time student interns.
** The Ontario Centres of Excellence Talent Edge program provides matching funding for companies who hire graduate students.
- Category: Alumni in the Lead
Curious, motivated, and creative, Joy Xu is a brilliant student in Telfer’s B.Com. program specializing in accounting. Passionate about mental health in the workplace, Joy is inspired by leaders and organizations that promote and prioritize the culture of employee well-being.
Understanding the crucial importance of community engagement, she decided to get involved with the School by engaging in the highly competitive Capital Markets Program. This led her to an investment banking internship with RBC Capital Markets during the Summer of 2020 as well as being the Portfolio Manager Leader for the program this year. Further, she has competed in several case competitions over the last couple of years including first place wins at the Jeux de Commerce Central Competition (for the Human Resources Management team) as well as the national Diversity and Inclusion competition hosted by the Telfer School.
Joy is also a member of the Telfer Accounting Club, of which she was the President during 2019-2020. Within this role, she led the team in organizing their annual September networking event with accounting companies, and created an initiative that focused on mental health within the accounting field.
According to Joy, the many extracurricular activities offered by the School have opened up countless opportunities and allowed her to become more involved while applying her knowledge acquired in the classroom. She states, “Overall, I had the chance to explore new interests, attend conferences from inspiring leaders, and develop my skills both professionally and personally. " While Joy will be graduating soon, she plans to stay active within the Telfer community.
- Category: Telfer Announcements
This year marks the 10th anniversary of the Executive Mentorship Program at the Telfer School, a program connecting our alumni and senior undergraduate students.
Third and fourth-year Bachelor of Commerce students have the opportunity to hear advice from industry executives and entrepreneurs in the program meetings, and gain a mentor during their studies. Students establish a relationship with a professional who provides informal guidance, networking opportunities, and shared ideas. It provides students a chance to learn on a one-on-one basis from a professional, who has also attended the Telfer School before launching their career.
For the mentors, the Executive Mentorship Program is a wonderful opportunity to meet students interested in their field of work, have a great conversation with the next generation of business professionals, and also learn about the exciting events and opportunities happening year-round at Telfer.
After applications came in this summer, 38 students are participating in the program during the 10th anniversary year. On October 1st, the 2020-2021 group gathered together online on Zoom, allowing each of them to see as many faces on the screen as possible during social distancing measures. One of the alumni mentors, Mark Farrell, shared what he is looking forward to this year after five years of participating in the program. He feels it is a “breath of fresh air” hearing from the newest generation of business students.
To learn more about the program and application deadlines for next year, reach out to Isabelle Décarie, the Student Experience Manager at the Telfer undergraduate office.
- Category: Alumni in the Lead
The Dean’s Philos Award recognized individuals who have demonstrated outstanding philanthropic achievement and social commitment. This award was established in 2004 on the Telfer School of Management’s 35th Anniversary.
We’re both grateful to have grown up in, been educated in and live in a bilingual and multicultural country that has a deep Indigenous heritage. Because of our good fortune, we’ve long believed we have an obligation to give back to our community. When Dan was a student at the Telfer School in the early 1980s, the concept of corporate social responsibility made a lifelong impression on him. Later on, the Jewish principle of tikkun olam, which in Hebrew means repairing the world, became a beacon to guide our life together.
The idea behind tikkun olam is to do something small every day to mend the damage you see around you. While we’re fortunate to be able to contribute financially to causes we value, we believe our society sometimes pays too much attention to big donations. A million-dollar gift may get the headlines, but Canadians should also be excited by the idea of a million working people parting with some of their hard-earned money to fund causes and charities important to them.
Here’s what we mean. The Royal Ottawa Centre for Mental Health gives out Inspiration Awards each year. One winner a few years ago was a woman who had been treated at the Royal and decided to give back. A new Canadian who worked as a cleaner, she managed to volunteer her time and contribute $500 a year to the organization. Her shining example shows us that the truest measure of giving is not size but giving in a manner that is most meaningful and appropriate to the giver at that stage in their life.
This way of looking at giving is especially relevant to Telfer School students and recent graduates. Yes, you’re just starting out on your business careers and, yes, the coronavirus pandemic is playing havoc with the economy; yet you still can give even though you don't have much, if any, extra money. At the same time, the pandemic has laid bare many breaks in our worlds—small and large, figurative and literal—that cry out for repair.
Start simply, and start now, by finding time in your day for acts of kindness. And if you have options about how to handle a difficult situation, choose the kindest one. Adopt this attitude as you enter and rise in the business world. Show your best personal qualities—fairness, generosity and empathy—in your workplaces. Use them to make your organization more inclusive, your company’s relationships with customers and partners more rewarding, and your business’s operations more sustainable and responsible socially. Tikkun olam.
This is a summary of the interview conducted on September 16th, 2020 with Dan Greenberg and Barbara Crook.
- Category: Student Announcements
There is a lot to learn as a new Telfer student when it comes to program features and courses. If you are interested in learning more about setting up your course schedules, choosing your program option(s), studying in French and English, and international exchange, check out this discussion from fellow University of Ottawa students from an Instagram Live session.
Instagram Live Discussion
This spring, uOttawa Future hosted live Q&A sessions on Instagram Live with current students from each of the University of Ottawa’s undergraduate faculties.
Fourth-year Marketing student, Fiona Doomasia, chatted with uOttawa Future ambassador and third-year Social Sciences student, Narimane Ait Hamou, about student experience both inside and outside of the classroom. This included anything from how to set up your course schedule and making changes to your program, to student clubs and jobs on campus.
Here are some of the key topics they discussed:
Courses
1. Course Selection
Some questions were sent in asking about what courses to register for in first year, and how best to choose courses. Nari and Fiona shared their advice for finding the best schedule of courses to set up: essentially, whatever works best for you!
Fiona suggested writing down the courses and time slots available on the uoCampus class search tool in order to see what choices you have, and to then select the courses that best fit your schedule. Classes take place anytime from 8:30 a.m. to 10:00 p.m., and are usually 1.5 hours or 3 hours in duration. She added that if you are fine with a full-day of around six hours of classes and you are commuting to downtown Ottawa, you can schedule a number of classes in one day. This can help in arranging your schedule to have one day off or to create one shorter day with plenty of available time for homework, group projects, student club work, or other commitments.
Nari also recommended meeting with an academic advisor who can help you set up your course schedule, ensure you are following the course sequence you need to graduate, choose electives, and more. Our academic advisors are available at any point during your undergraduate degree, so if you need help beyond first year, you are still welcome to get in touch with them.
View your program course sequence for your entire undergraduate degree here, by clicking on your program option, then click “Course Sequence” under “Useful Information”.
2. Class Sizes
Fiona and Nari also discussed typical class sizes to expect in first-year courses and beyond. In first year, many of your classes can range from 150 to 400 students depending on the course. A course like Introduction to Microeconomics (ECO 1104) is required in several programs, and therefore, will be filled with students from a variety of different faculties, leading to a larger class size of up to around 400 students. You may also choose to take an elective course in the Faculty of Social Sciences for example, which would be closer to 250 students if it is at a first- or second-year level course (beginning with 1000 or 2000 in the course code).
A course like Introduction to Business Management (ADM 1300) would be closer to 150-200 students in a classroom as all first-year Telfer students are required to complete this course. As you proceed through the years, you will notice that class sizes will decrease to as small as 60-80 students, common in fourth-year. This is because those classes are more specific to your program specialization, such as Digital Marketing Technologies (ADM 4326).
Program Changes and Languages
1. Switching Program Options/Specializations
At the Telfer School, you choose which program option you would like from the options offered, but all Bachelor of Commerce students take the same courses in first and second year. This gives you time in your first couple of years to determine which area of business you are most interested in, and you can switch into a different Telfer program if need be.
Perhaps if you started out in Marketing, but realized your interest in Accounting, you can switch into Accounting before you start third-year, where courses become more specific. You can switch in third- or fourth-year, but you will likely require further schooling as not all classes will transfer over. You will need to complete all required courses identified in the new course sequence in order to obtain your desired degree. For questions about this, you can contact your academic advisor at Telfer’s Student Services Centre.
2. Studying in your language of choice
You can choose to study in your language(s) of choice: entirely in French, entirely in English, or a mix of French and English. You can enrol in the French Immersion program, which requires a certain number of courses to be taken in French.
International Exchange Program
Any Telfer student is eligible to go on an international exchange during their degree. If you are either in International Management with a mandatory exchange, or you are in another Telfer program, you can set a meeting with one of our academic advisors to discuss your options.
If you are planning on going on an exchange, they can help you determine which semester is best for you to go on exchange based on which classes you need to take while at the University of Ottawa, and which classes you can take abroad. If you are in co-op, they can also help you figure out how to ensure you meet all requirements for co-op and your courses.
- Category: Alumni in the Lead
Pouya Safi (MBA 2013), Associate Director - uOttawa Professional Development Institute, 2020 Young Achiever's Award Recipient.
The Young Achiever's award was created to honour the individuals (under 40) who have been able to achieve greatness in their lives within an exceptional period of time.
I’m being recognized as a young achiever, and I’m grateful for the honour. Yet I must admit that all I’ve accomplished has come about as a result of the opportunities presented to me. The Telfer School has provided many such openings. I’m astounded by the confidence it has placed in me.
Shortly after I graduated from the Telfer MBA, a school official asked me to help enhance the experiential learning component of the Telfer BCom finance curriculum, so that graduates are better prepared to take on any role in the financial world. Then the school offered me the chance to become a lecturer and part-time professor. I leveraged that learning and experience to become the associate director at uOttawa’s Professional Development Institute.
The undergraduate courses I teach focus on ethics, sustainability and social responsibility. They are vital to finance and to innovation. Innovation is as much a product of equality of opportunity as it is a function of technological acumen and scientific excellence. I believe Canada can have excellence and equality of opportunity, building on our country’s multicultural foundation.
In fact, our country can become a leader in innovation by ensuring new Canadians have opportunities to integrate successfully; by ensuring all Canadians have opportunities to re-skill and up-skill through continuing education; and by ensuring young Canadians have opportunities to stay in Canada to pursue their professional and business goals.
The coronavirus pandemic is an opening of a different kind. We didn't ask for it and yet it’s forcing change upon us rapidly and profoundly, especially in how we work. Many outlets for improvement will soon present themselves. Canada must seize them to become fairer, more equal and more sustainable. I encourage Telfer School students to do their part.
As you do so, follow five lessons I’ve learned. First, chase happiness and not money. Happiness will bring out your best qualities, and the money will come. Second, don’t compare yourself to others; you’ll be more successful if you follow your own path. Third, when the world opens up again, broaden your perspective by travelling. Fourth, keep learning after your undergraduate education is done. And fifth, find a charitable cause you believe in that could profit from your knowledge. Your opportunity is out there. Grab it.
This is a summary of the interview conducted on August 28th, 2020 with Pouya Safi, Associate Director - uOttawa Professional Development Institute
- Category: Alumni in the Lead
Lloyd Koch (MHA 1973), Former CEO, Pembroke Regional Hospital, 2020 Trudeau Award Medal Recipient.
Established in honour of Reverend Father Roland Trudeau, OMI, former director of the University's Commerce department from 1950 to 1965, the Trudeau Medal is the highest honour given by the Telfer School of Management to its alumni. It was first awarded in 1989 to recognize leadership, initiative and contributions to the business world, the community and their alma mater.
Sharing our country’s resources more equitably among our own people and with those in
poorer countries is the path to a better Canada. Sharing at home is an attitude. It involves
being inclusive and tolerant. It's also an action—supporting peaceful responses to our
disagreements and bringing the contributions of all kinds of people together to solve
problems.
Sharing abroad presents limitless opportunities. Following my retirement from administering
hospitals in Thunder Bay, Hamilton, Wingham and Pembroke, my wife and I began leading
teams of Canadian volunteers to improve the infrastructure of hospitals in Tanzania. Over
the past 15 years, in cooperation with Canada Africa Community Health Alliance (an affiliate
of the University of Ottawa), we’ve supervised 16 missions made up of 120 Canadian
volunteers. They have put in 500 weeks of work to complete 25 hospital improvement
projects worth more than $300,000 in donated money.
I’ve found helping others brings personal and professional satisfaction. You feel good as a
Canadian to be able to do this kind of work. It makes for a better Canada, too. People
abroad see us as a peace-seeking country that brings a non-partisan attitude to solving
problems. Our nation’s unbiased outlook—focused on sharing our knowledge with the most
affected and vulnerable—is a rare commodity these days.
The need for this approach is greater now than perhaps ever before. The coronavirus
pandemic has revealed how close-knit the world has become and therefore how vulnerable
we all are and how reliant on each other we must be. As Canadians, we have built a
healthcare system designed to serve all people’s needs and enable them to live healthier lives.
We must continue to support and improve that system.
The Telfer MHA was a leader in elevating the profession of health management when I
graduated from the program in 1973. It remains so to this day. Some of the tools and
methods I’ve used in my 50-year healthcare career have changed over time, but the bedrock
principles have endured—data use and strategic planning, leadership and teamwork, caring
and sharing.
The Telfer School also connected me to classmates who I’ve called on for advice and
support. I urge today’s Telfer MHA students to keep their classmates close. As you become
healthcare leaders, you’ll recognize you can't do it all yourself—neither personally nor
organizationally. As a leader, you must put yourself at the centre of a sharing environment
within your organization, between your organization and others, and between the healthcare
system and the people it serves.
This is a summary of the interview conducted by Telfer School of Management on August 21st, 2020 with Lloyd Koch, Former CEO, Pembroke Regional Hospital, 2020 Trudeau Award Medal Recipient.
- Category: Alumni in the Lead
Caroline Xavier (BAdm 1990), Associate Deputy Minister Immigration, Refugees and Citizenship Canada, 2020 Trudeau Award Medal Recipient.
Established in honour of Reverend Father Roland Trudeau, OMI, former director of the University's Commerce department from 1950 to 1965, the Trudeau Medal is the highest honour given by the Telfer School of Management to its alumni. It was first awarded in 1989 to recognize leadership, initiative and contributions to the business world, the community and their alma mater.
Canada is increasingly diverse. People come to our country from a wide range of places and with a variety of backgrounds, experiences and knowledge—wider and richer than ever before. That’s great to see and something we need to continue. Yet diversity is just half the equation.
We also must be a more inclusive country. A truly equitable Canada is a place in which our businesses, organizations and public institutions have an array of faces, and the people behind them are in positions at every level and play fundamental roles in decisions and actions.
A more inclusive public service is imperative. A public service that reflects the people it serves makes more informed policies, does a better job of delivering services and, because it’s smart and efficient, earns and keeps the trust of Canadians. Diversity and inclusion make for good business, period. Any workplace that’s diverse and inclusive is likely to be successful and resilient.
A more inclusive public service is also personal. I’m the child of Haitian immigrants and the first Black person—male or female—to reach the deputy-minister rank in the federal public service. I started as a student in an HR role over 30 years ago and just recently assumed the duties of Associate Deputy Minister at Immigration, Refugees and Citizenship Canada. It’s an achievement I’m extremely proud of. Yet this milestone also raises the question: What took us so long?
We’re all asking similar questions these days. The coronavirus pandemic—which has affected so many, especially vulnerable populations disproportionately—and the urgent call for social justice are forcing a reckoning in Canada and in its public service. My colleagues and I are committed to make sure federal representation, policies, programs, services and organizations accurately reflect the changing makeup of our country and respond to its most pressing needs. It is my duty and privilege to ensure the door stays wide open for others who look like me to join.
The Telfer BCom taught me to look for opportunities in good times and especially in crisis. While on parental leave in 1995, I used my entrepreneurial knowledge and skills to co-found The Bagel Run, Inc.—the first Montreal-style, wood-burning oven bagel shop in Orleans, Ontario, which is still going strong 25 years later. Now, more than ever, it is important that all Telfer students apply their knowledge and skills in their communities. Assess the new reality. Spot opportunities. Then make a plan and take action to build a better Canada.
This is a summary of the interview conducted on August 14th, 2020 with Caroline Xavier, Associate Deputy Minister of Immigration, Refugees and Citizenship Canada.
- Category: Alumni in the Lead
Dan Moorcroft (EMBA 1997), Co-Founder, President/ CEO QMR Consulting & Professional Staffing, 2020 Trudeau Award Medal Recipient.
Established in honour of Reverend Father Roland Trudeau, OMI, former director of the University's Commerce department from 1950 to 1965, the Trudeau Medal is the highest honour given by the Telfer School of Management to its alumni. It was first awarded in 1989 to recognize leadership, initiative and contributions to the business world, the community and their alma mater.
A better Canada is a more empathetic Canada. At my business, QMR Consulting and
Professional Staffing, we bring empathy to life to create an upbeat workplace for our team
and to nurture successful relationships with our clients. First, we hire for empathy. When
considering new people, we value candidates who show willingness to listen to and learn
from the views and experiences of others.
Then we practice it daily. Empathy in everyday action starts with slowing down and paying
attention to colleagues and customers to understand their problems, situations and
circumstances. I’ve found when you listen to comprehend rather than merely to react, you
show respect, caring and kindness—all of which are hallmarks of empathy.
We also encourage employees to savour the positive moments of their days. When they
achieve something meaningful for clients, colleagues or themselves, we urge them to pause
awhile and soak in the feeling. Don't feel the need to rush on to the next task. On the flip
side, show gratitude to others when they’ve accomplished something big or small.
Expressing emotions effectively is another empathetic skill we stress. In our workplace, we
take the tone down: No problem is so severe we can't correct it. We ask each other to be
accountable and learn from mistakes, yet it’s amazing how conversations and relationships in
any organization improve when you make it possible for employees to channel their
emotions constructively.
The coronavirus pandemic has reinforced my appreciation of empathy. It’s revealed our
shared obligation to listen to and learn from the most vulnerable among us if we are to build
a better normal in Canada and not merely return to the old one.
My relationship with the Telfer School has also given me a fuller understanding of this vital
quality. The school has not only enabled me to gain essential knowledge through the Telfer
MBA, but also enhanced my life through my tenures as CEO-in-Residence and Dean’s
Advisory Board chair, and especially as executive mentor to students. I encourage them to
reap the personal and professional returns that come from slowing down and listening
closely, from being grateful and making kindness a habit, from emphasizing empathy to
build a better Canada.
This is a summary of the interview conducted by Telfer School of Management on August 7th, 2020 with Dan Moorcroft, Co-Founder, President/ CEO QMR Consulting & Professional Staffing.
- Category: Latest News
It is time for another fall semester at the Telfer School, but this one will be like no other as we are going 100% virtual. We want to make this new semester as seamless and stress-free as possible for you, so we have put together a list of needed tools and key resources for distance learning.
Online School Essentials List
You will need all of the following in order to begin your online fall semester.
- Computer and Operating System: Working personal computer with Windows 7 or a more recent version of software, or an Apple MacBook computer with MacOS 10.12 or a more recent version.
- Memory Space: You will need at least 2GB of RAM (random access memory) available on your computer.
- Internet Connection: You will need access to Wi-Fi with a signal strength of at least 2 Mbit/s, although 5 Mbit/s or more is recommended. You can test your connection strength by running an Internet Connectivity Test here.
- Microphone and Camera: You will need a working microphone and camera on your computer in order to speak and be seen in teleconferencing and in online classes.
- Microsoft Office Suite: The Office 365 software program is available to all students at the university as part of student fees. This includes Microsoft Word, PowerPoint, Excel, and Teams. Download information and access can be found here. You can find a full list of available software offered to students here.
- Microsoft Teams (MS Teams) is a digital hub that brings conversations, content, and apps together in one place. Within MS Teams, students can quickly converse with professors and other students, share files, create a OneNote class notebook, view their assignments and grade amongst other possibilities. The service integrates with Office 365 office suite and features extensions that can integrate with non-Microsoft products
- Adobe Connect: Adobe Connect allows invitees to easily attend meetings from their desktop without requiring a client download, and offers complete mobile-to-mobile collaboration capabilities. This may be used for some of your courses. There is even a mobile version that you can download to your phone or tablet. Learn more and access it through the university here.
- Adobe Acrobat Reader: This software program allows you to open, view, comment, and print PDF documents, and it is offered by Adobe for free here.
- Antivirus Software: Sophos Endpoint Protection is antivirus software that is recommended and offered for free by the university, which you can access here.
- Access to uoZone: You can easily access the university’s student portal and more online tools through uOZone. You are able to view your personal information, financials, academic information, key dates and updates and more through this portal.
- Access to Brightspace: Brightspace is your access to our Virtual Campus that you can access through uOZone. This portal provides access to each of your courses where professors can share updates, class notes, syllabi, and other important files.
If you have any questions or need technical assistance setting up these features, you can contact uOttawa IT support here or Telfer IT support here.
Additional Free Tools
In addition, here are a few useful tools that can help you increase your productivity, manage schoolwork, facilitate group projects, and organize class notes that we recommend.
- Mural: Mural is an online visualization tool that can be used for brainstorming and collaborating within your group, prioritizing tasks, or visualizing a project. You can start with a blank canvas and drag and drop the icons and available visualization tools, or you can start working from one of their many templates.
- Canva: Canva is an easy-to use design platform that can be used to create presentations, MS Teams backgrounds, mock advertisements, logos, and so much more. It’s easy drag-and-drop functionality, free photos and icons, and countless templates can save you time and inspire creativity.
- Otter: Otter is an application that can be used individually or in teams to transcribe and save meeting notes, transcribe your class discussions into notes, and set up calendar reminders. It is also integratable with other platforms like Dropbox, Google, and Microsoft.
With all of these tools and resources, you will be on track for a productive and efficient remote learning experience.
- Category: Latest News
“Every year, over 300 million tonnes of plastic are produced globally, with only 9% of it ever being recycled,” says Carter Barrett in the Enactus uOttawa team’s video submission for Regionals. After taking home three of the four titles at Enactus Central Canada Regionals competition, they moved on to compete at the National Competition.
With projects to eliminate global plastic waste and create sustainable businesses that use the abundance of plastic available in the world, Enactus uOttawa placed as the National Runner Up at the 2020 Enactus National Competition. They competed against 47 teams across Canada, showcasing the impact they have created with their sustainable and innovative entrepreneurship projects this year.
During the first-ever virtual edition of the national competition, the uOttawa team also received the following awards:
- Best Project Awards for Poly and Project F.L.Y. (mental health and wellness project)
- National Winner of the Youth Empowerment Challenge (Poly and Evolve Eyewear)
- Second Place in the National Entrepreneurship Competition
- National Runner up for the Entrepreneurship Challenge (Poly)
The team also received $2,000 each in grant funding for 3 of the 4 new project ideas they submitted.
How Poly Tackles Global Waste
Poly is a social enterprise that aims to tackle the massive environmental implications of plastic waste through the manufacturing of small scale machines that can melt down plastic and mould it into new products. The plastic is first cleaned, and then shredded, melted, and moulded in the Poly machines. The variety of products are limitless with the ability to create custom furniture, school supplies, kitchenware, and even small household products such as tiles.
They have been able to reduce plastic waste by working with organizations like Lush and Old Navy to repurpose the plastic items like hangers they would usually just throw away. These recycled products are then purchased by individuals, business owners, firms, and municipalities. Some businesses have even added their partnership with Poly as an extension to an existing business model.
Enactus currently plans to launch eight systems annually around the world. They already have a Poly workshop in Ottawa, and have expanded to locations like Saint John, New Brunswick; Aamjiwnaang First Nation, Ontario; Iqaluit, Nunavut; and Malone, New York. The Poly team works closely with the system operators to ensure they make their Poly business successful.
Evolve Eyewear Encourages Eco-Friendly Practices
Evolve Eyewear is an innovative social venture that creates environmentally-friendly eyewear using 100% locally recycled plastic, using the Poly machines to turn the plastic into glasses. The project encourages making more sustainable purchases and living a more eco-friendly lifestyle. With this business, the Enactus team has created job opportunities for Canadians, including employing 12 individuals with a disability to help them process their plastic and 4 at risk youth to operate their machines and produce the frames.
Project F.L.Y. Provides Entrepreneurial Skills to Youth
Project F.L.Y. is a program that works to empower and guide youth with hands-on workshops where they can learn practical skills. The team hosts an annual Perfect Pitch competition at the end of the year, a bilingual competition for high school students that introduces core business functions with a focus on entrepreneurship, creative thinking, and initiative. The students who compete are then offered the opportunity to attend The Legacy Conference hosted by Enactus uOttawa.
Another Great Year
The team has generated over $80,000 in revenue this year, and diverted over 150,000 water bottles worth of plastic waste.
“I’m incredibly proud of all the work our team has done throughout the year to make Ottawa, and Canada, a better place through sustainable impact,” shared Parker Selman, the president of Enactus uOttawa.
“Despite the challenging times, and the need for a virtual competition, we were still able to showcase our innovative projects and gain national recognition as a top team in the Enactus network,” Parker continued.
Congratulations to the Enactus uOttawa team for another highly successful year, and for your amazing work on your leading sustainable and innovative businesses!
- Category: Student Announcements
With physical distancing in place during the COVID-19 pandemic, students are faced with the new challenge of writing online exams. Although this change may be frightening for some, with enough preparation, students can learn to make the most of this new reality.
With this in mind, here are four tips to prepare for online exams:
1. Strategize What to Study
When it comes to studying for finals, making a to-do list of major topics from the course and key textbook chapters you need to review can help set you on the right path. Pay attention to what professors say the format and topics of the exam will be. They may hint at a higher focus on some chapters versus others, so make sure those are high on your priority list when allocating study time.
You can break down this list further into tasks like “read chapter 8”, “do chapter 11 practice problems”, or “review chapter 5 class notes”, which you can then check off once you’ve completed that task. It can help you to feel productive when you can visually see on a list what you’ve been able to check off, and what comes next.
2. Create a Workstation at Home
When writing your exams, it may be helpful to set up a work environment that puts you in the right mindset, and that provides a workstation that is free of distractions. Small tactics like having a clear desk and a clean room can help reduce exam stress.
Also, you need to ensure that you have all of the required necessities for online exams with a strong Internet connection and log-in credentials. Make sure that you check your Internet connection before your exam. Think about restarting it so your network doesn't drop right in the middle of the exam. In addition, you may want to make sure your workstation has paper and writing utensils for any quick brainstorm ideas you may need to write down.
3. Prepare for the Exam Format
Exams can consist of multiple choice, short-answer, and long-answer questions. The difference between writing an exam in person versus online is the added benefit that you can write and edit faster digitally. This means that you may have more time to formulate your answers if you type faster than you write on paper.
Moreover, for those of you who may have open book exams, another good tactic is to become very familiar with your textbooks and notes. You could be even more efficient by using an online-textbook or your digital notes, as you would be able to use the CTRL-F function to quickly search for a specific topic. You could also copy all of your lecture slides into one single file so that it makes it easier to navigate.
4. Use Online Videos to Understand Difficult Concepts
If you find that there are specific concepts that are difficult to understand, online video explanations can be a great way to find an additional explanation for a confusing topic. The Internet is full of educational videos that can explain theories from a different perspective.
An example of a useful online source includes KhanAcademy, which provides further understanding for complex topics such as statistics and mathematics. Instead of usually attending discussion groups on campus, these online videos can help explore a specific topic further or find more clarity.
Check out a few more tips from second-year BCom student, Camély Gendron, on the Telfer Career Centre blog. Good luck on exams, Telfer Nation!
- Category: Community Engagement
In an effort to keep the Ottawa community as healthy as possible and the coronavirus (COVID-19) from rapidly spreading, the University of Ottawa has implemented measures to maintain “social distancing”.
This is a tough time for all of us, and we can already see economic impacts on businesses, particularly smaller ones that you often see around your street corners. Small, local businesses may suffer during this time, but many of them have also found resourceful ways to support the Ottawa community, while maintaining their business financially. Several Ottawa businesses are “modifying their business practices, from rationing sought-after items to refusing to handle cash or limiting the number of customers allowed in stores.”
1. Creating Access to Food
Ottawa restaurant, Dreamland Cafe, located on Preston Street in Little Italy, has chosen to close their restaurant to the public. However, they stay open with special hours to make delicious meals ready for delivery or pickup at the back. Dreamland Cafe expanded their online menu (including homemade pasta sauce) and lowered their prices to help out during this financially difficult time. You can order from them using UberEATS, since Uber has decided to waive delivery fees to also assist the community during this time.
Like Dreamland, Luxe Bistro, located in the Byward Market, has taken a similar approach. They will be closed to the public, but are open for take-out by providing their food via UberEATS, DoorDash, and offering "drive-through" and personal home delivery service. They are even offering a few grocery staples to customers in order to keep grocery stores from getting too busy.
Although many food stores and restaurants made the difficult decision to close, La Bottega Nicastro did what they could before closing up shop. They donated over $1,000 worth of food to Operation Ramzieh, a crisis Relief team that has assembled to assist seniors and other vulnerable Canadians during the COVID-19 crisis.
Many other restaurants making an effort to serve the community with the availability of their food include:
- Lexington Smokehouse and Bar
- Sushi Umi
- Happy Goat Coffee Company
- Pure Kitchen
- OCCO Kitchen
- JOEY Rideau and JOEY Landsdowne
- Freshii Westboro
- Two Six Ate
2. Promoting Physical Activity
As we are all advised to stay inside, many gyms and fitness studios have closed in the city to help reduce the spread of germs. One Ottawa dance studio has come up with an idea to help citizens stay active, while participating in online live video dance classes. Dance Fusion Studio has emailed their dancers providing virtual classes via Zoom to help you “dance away in your living room” while you are staying inside.
In addition, popular Ottawa yoga studio run by co-entrepreneurs Amber and Jen, Pure Yoga, is hosting yoga sessions on their online platform, where they have over 150 classes available. During this time, they are offering the first two weeks free, and a discounted price using specific promotional code.
Other Ottawa fitness and wellness businesses that are adapting to these new circumstances include:
3. Supporting Hobbies
Wallack’s Art Supplies is a store on the corner of Bank Street full of art supplies for those of you who are painters, sketch artists, and do-it-yourself enthusiasts. They too have closed their store due to advice from public health officials, but their online store remains open with both pick-up and delivery options available.
Local bookstore on Bank Street, Black Squirrel Books, is putting together and delivering packages of mystery books for their customers. According to the Ottawa Citizen, “Customers can select any genre they’re interested in — mysteries, fiction, history, self-help, children’s books, etc. — or simply order a surprise box. With either option, customers have no idea of what specific titles they’ll receive.”
Many other local businesses have modified their business models to serve the many needs and interests of the Ottawa community, such as:
- West End Kids
- Ottawa Food Bank
- Masters n' Dogs pet shop
- Henry’s Camera
- Eliquo Training and Development Incorporated
4. Keeping Us Healthy and Protected from the Virus
Several local businesses are stepping up to the plate when it comes to staying healthy by using their existing resources. For example, Perth distillery, Top Shelf Distillers, has been producing hand sanitizer to combat the depleting amounts in stores. They launched a “crowdfunding campaign to fund the production, procurement and scale of batches of hand sanitizer as the already overwhelming demand grows,” which was extremely successful as they exceeded their fundraising goal in just one day, sharing their story on CTV News.
Another distiller contributing to sanitation efforts is Dairy Distillery in Almonte, located about an hour outside of Ottawa. The company is creating two products: a surface sanitizer, and a large format hand sanitizer with a pump. They wanted to share these products with members of the community, including health clinics, hospitals, veterinarian hospitals, and charities.
In addition, members of the University of Ottawa are finding a way to directly help healthcare workers stay protected from the virus. At Makerspace on campus, Midia Shikh Hassan, a manager at the university’s Centre for Entrepreneurship and Engineering Design (CEED), is using 3D printers and laser cutters to manufacture vital personal protective equipment. CEED can create 10 to 20 face shields every two hours, and plans to make even more equipment needed with feedback from physicians from The Ottawa Hospital.
You can support our local businesses by purchasing gift cards, shopping online, or ordering take-out or delivery items.
What local businesses have you noticed making a change during this time? Let us know some of your favourites and what they are doing to support the Ottawa community.
- Category: Student Announcements
Telfer School of Management Bachelor of Commerce students Joy Xu, Leah Salzman, Lina Salama and Madison Woo, better known by their collective pseudonym “Employees of the Month” at the competition, brought recognition to the program by winning 1st place at the 5th annual Diversity and Inclusion Case Competition. In all five years since the competition’s founding, a Telfer team has won first place each time, with “Employees of the Month” representing Telfer at the fifth edition. The competition took place last Saturday, February 29th, at Export Development Canada (EDC), one of the founding partners of the event.
The group’s ideas, which the judges found to be refreshing and grounded in the reality of today’s world, earned them a shared $5,000 prize that was presented at the evening awards gala. This was the first year that the competition was open to not only MBA students, but also to third and fourth-year undergraduate students. The latter showed they were up for the task, as two of the four finalist teams came from undergraduate programs.
A new edition this year in the spirit of renewal and innovation, this fifth edition of the competition started on Friday evening, February 28th, at a networking launch event at Bayview Yards. An interactive activity hosted by second founding partner, Deloitte, was definitely the highlight of the evening, according to many participants. The Deloitte Greenhouse team offered the students who were present an opportunity to attend four workshops that were each as useful as the next. Participants were invited to discuss real diversity and inclusion issues both in the workplace and in everyday life.
For this year's competition, which could count on the support of Royal Bank of Canada (RBC) for the first time, the participants received the case analysis two weeks in advance, which marked a new direction for the case competition. Twelve teams from 10 different universities across Canada had to develop a strategy to recruit, retain, and develop employees of visible minority groups working for the Bank of Canada (the official author of the case study) by highlighting barriers to equal access.
According to Professor Catherine Elliott, Director of the Telfer MBA program, this new format enabled the teams to bring more depth in their analyses and increase the quality of the cases in the first round of presentations. “The bar keeps getting higher!” said Catherine; “Diversity and inclusion is now part of CEOs’ vocabulary, and is receiving more and more visibility as a topic in businesses. We can expect to host more teams and businesses involved in this subject, as a result, for the years to come.
The Competition
The purpose of the first part of this case analysis, which was presented before an audience for the first time this year, was to select four teams for the final round. This is where Joy Xu’s team stood out from the crowd, and this time the finalists had only 75 minutes to prepare before tackling a new problem posed by the Bank of Canada regarding employment equity data.
“Everything we learned in case resolution was really helpful to us, and each of us was able to put our own resources to work for the team, to determine exactly what employees needed”, Joy told us in the moments following the “Employees of the Month” victory. There was also the fact that two team members had to join the team just a few weeks before the start of the competition, and so the four of them were particularly pleased with this excellent outcome.
Another Telfer team, composed of Aditya Bhatkal, Allison Caverly, Camille Sigouin and Lisa Filter, all four MBA students, also performed well on the first round, but were unable to qualify for the final. The classmates were still happy to have had the experience and pleased with their presentation to the judges.
Competition Winners:
1st Place: Telfer School of Management, uOttawa, BCom
2nd Place: Schulich School of Business, York University, MBA
Tied for 3rd Place:
Memorial University of Newfoundland, Undergraduate; and
DeGroote School of Business, McMaster University, MBA
The steering committee is already planning the 6th edition of the event, which will take place in early 2021. Any organization with an interest in diversity and inclusion issues and topics is invited to contact the Telfer Graduate Programs Office to discuss possible participation in next year’s competition at:
- Category: Telfer Announcements
The pressure of going back to school and managing your time for a new year and semester after the holidays can feel overwhelming. It is important to take the time to ensure that you’re staying healthy and organized to avoid major stress and exhaustion.
Here are some management tips for success this semester:
1. Take care of yourself: Self-care is more than a weekly face mask! Taking care of your mental and physical health is key to success in every facet of your life:
- Sleep: You’ve probably heard it a hundred times, but the importance of sleep cannot be stressed enough. Get at least 7 hours per night to have a well-functioning brain by the morning. Read the benefits of a good night’s rest in this Medical News Today article.
- Hydrate: When you’re thirsty, drink water. When you’re bored, drink water. When you’re tired, drink water. There is never a bad time to drink water! Try to always have a reusable water bottle with you, which you can refill at our many water stations across campus.
- Mental health: Be sure to prioritize your mental health, because a healthy mind makes a healthy you. The University of Ottawa offers a variety of mental health counselling services including therapy, workshops, and group sessions. Check the uOttawa Mental Health and Wellness website to keep up with their schedule of free events such as yoga, reiki, and pet therapy.
- Exercise: You already know this, but exercise is essential for a healthy body and mind. Here’s a list of super easy ways to stay active throughout the busy semester, like taking the stairs over elevators.
- Eat well: The key to a nutritious diet is variety. Be sure to have a ton of colours on your plate from vegetables, fruits, whole grains, and proteins. Get more information on eating well and tips for a balanced diet from the Heart and Stroke Foundation.
2. Get organized: Organization is more than colour-coding your accounting notes. There are simple tasks and tools to keep you on track for success.
- Set goals: Set short and long-term goals for your personal and professional development. Take it a step further by writing down and tracking the little steps that will lead you to achieve your bigger goals.
- Use a planner: Whether it’s a hand-held agenda or a digital calendar, it can be super helpful to have a visual representation of your upcoming deadlines, meetings, and events. Check out this list of some of the top calendar apps for 2020.
- Prioritize and reprioritize: Now that you have your scheduled planned, you can figure out what are the most important things to work on every day. Even after you’ve decided these priorities, situations might change and you might need to reprioritize - that’s okay! The ability to be flexible enough to adapt your to-do list when needed is a great skill that you will use throughout your career.
3. Meet with an Academic Specialist: As a Telfer student, you have access to professionals who specialize in helping you plan your BCom degree and career path afterwards.
- Changing your course sequence: Don’t worry if you need to make changes to your course sequence. Whether you want to ensure you have all the credits to graduate on time or faster, change your specialization, or go on international exchange, our Academic Specialists can help you to plan all your semesters so that you take the right courses at the right time.
- Sign up for a meeting: Set up a chat with a Telfer Academic Specialist at the Student Services Centre to discuss your academic progress. Visit the offices at DMS1100, give them a call at (613) 562-5805, or send them an email at
This email address is being protected from spambots. You need JavaScript enabled to view it. .
Whether you want to adopt a new lifestyle or simply implement baby steps towards change, we wish you all the best with your growth and learning in 2020!
- Category: Telfer Announcements
Job shadowing is cool, but in honour of Telfer’s 50th birthday, we thought it would be more fun to try a “reverse job shadow”.
Earlier in 2019, Telfer accounting alumna of 1980, Marlene Patrick spent a day with current finance student, Nourhan Mohamed. Throughout the day, they learned just how dramatically the school has changed in the 43 years since Marlene attended the university!
When Marlene walked through the doors of the Desmarais building, she immediately loved the bright sunlight shining through the large lobby windows. This was a pleasant surprise given the historical building on Wilbrod Street that used to be home to the Faculty of Commerce.
The ladies started their day by attending Nourhan’s Operations Management lecture. While many of the course names have changed - Operations Management was called Production back in the 1970s - they discovered that the first and second-year courses back then still exist in today’s Telfer curriculum. Marlene also noticed that female students made up over 50% of the class. Her graduating class only had 17 women out of 57 graduates.
Walking through campus after class, Marlene felt nostalgic seeing her old University of Ottawa buildings like Morisset and Montpetit, where Telfer students still have classes today. However, there was nothing nostalgic about exploring the new STEM and CRX buildings that opened in 2018. The bright colours and innovative design gave Marlene a warm welcome, but she was especially in awe of the Richard L’Abbé Makerspace in the STEM building, where students can design, build, or 3D print their creations.
At the end of their day, Marlene shared some of her photos from her time living in uOttawa’s Thompson residence, on campus, and at graduation with Nourhan. What they realized is that despite the immense changes in technology, appearance, and even school name that have happened at Telfer over the last 43 years, one thing certainly has not changed - the kind and innovative community that students contribute to #TelferNation every single day.
- Category: Telfer Announcements
The Gee-Gees celebrated the 2018-19 class of Academic All-Canadians on Wednesday, November 20. The annual reception celebrates the student-athletes on varsity, varsity club, and competitive club teams who competed for uOttawa while also achieving an annual GPA of 8.00 or higher, or studying at the graduate level.
In 2018-19, over 220 student-athletes achieved this prestigious recognition. Each one represents a story of commitment, dedication, and passion for athletic and academic success. For Brendan Jacome, a Finance major on the men’s hockey team, it’s a story of hard work and recognizing one’s strengths.
Brendan Jacome is a 24-year old from Caledon, Ont. Now in his fourth year at uOttawa, Brendan is a key player for the Garnet and Grey on the ice and brings his competitive spirit to his course-work as well.
“Roughly half of my classes are math-based and that is one of my strengths. If I don’t get a question I have a desire and a drive to find the right answer, so I’ll sit and I’ll work on it until I get it,” explains Jacome. “I have to make sure I fully understand that before I move on. You don’t treat it as a chore, you treat it as something that’s going to make you better.”
Getting better is a process that happens academically and on the ice. “If you work really hard at something, and you have a goal set out, there’s a good chance that you’ll be able to achieve it. I think that’s a very valuable outlook that can carry over to many situations.”
At Telfer, Brendan enjoys interacting with his classmates while also having his hockey teammates to support him. “I have people in my group from all over the world. It’s cool to see how we do things differently sometimes but at the end of the day, everyone is focused and wanting to do well. I also have some great professors with good real-world experience and they are very engaging.”
“Lots of guys on our teamwork really hard on their school and a lot of my roommates are in finance too. Our coaches also want to make sure that we succeed. If we have to miss something because of a conflict with the school they are understanding.” There are eight members of the men’s hockey team who earned Academic All-Canadian status in 2018-19.
On the ice, Brendan achieved an interesting statistic last season: he did not take a single penalty. Partly in recognition of that, but also as a nod to his overall quality of play (Brendan was fourth on the Gee-Gees in points and third in goals scored and is an excellent penalty kill player), he won the national award for Most Sportsmanlike men’s hockey player.
“My role is to go out and score points, not to agitate guys. I’m more useful for my team on the ice than in the penalty box! But I like to work hard and make sure I play a good game in all facets.”
That ability to be multifaceted has also been recognized on campus. Brendan won the Gee-Gees President’s award for outstanding commitment to academics and community involvement in addition to athletic performance. With an AGPA of 8.38, he is also active in team efforts to help the local hockey community with clinics and is a visible advocate for the Movember, Hockey Gives Blood, Do it for Daron, and Pride activities that the Gee-Gees take part in.
Brendan anticipates completing his studies at uOttawa this spring. Both the hockey world and the world of finance have opportunities awaiting.
“I’d like to go on and play pro hockey next year. More than anything though I just want to help the team win this year. Right now I am taking it one year at a time and I’ll see what happens. I have had some good internships in the last couple of summers with good firms in the commercial real estate field. I left on good terms and have good relationships, so those doors are open for the future for sure.”
- Category: Latest News
At the Telfer School of Management, we have several networking events going on throughout the year - many of which you don’t want to miss! The whole “networking” concept can be daunting, but it is a valuable step in building professional connections, and ultimately helps in your career search. That is why we want to make sure you are ready to succeed at your next networking event at Telfer.
We have over 200 events going on throughout the year. Here is a list of some of the upcoming events and workshops you should be sure not to miss:
- Telfer Networks: Held annually in January, this event enables all students in our BCom or MBA programs to meet with employers who are looking for part-time, summer, contract or full-time workers. This year, practice your networking skills while finding out directly from employers what skills, academic background, and qualifications they are looking for. Sign up to attend on January 23rd.
- Small Group MBA Workshops: The Career Centre hosts workshops for MBA students to work together on their career skills throughout the year.
- Job Search Skills: This workshop is designed to help you map out an effective job search strategy. Learn more about exploring your interests, strengths and career values, how to establish your job search criteria, and discover various job search techniques. Attend the next one on January 21st.
- Let's Talk Networking and Coffee Chats: Career advice publications state that a large proportion of all available jobs are not advertised. To compete for these "hidden" jobs, you need to add a key component to your job search, career and personal life: networking. During this small group session, you will have the opportunity to learn valuable insight on how to build and maintain professional relationships and cover topics such as first impressions and personal branding. You can sign up to attend the next chat on March 4th.
- Explore Sports Management Career Journeys with OSEG: Want to learn more about a career in sports management? Join the Ottawa Sports and Entertainment Group (OSEG) on January 17th for a panel discussion at TD Place, a chance to network and chat with the OSEG team members, and a discounted ticket to watch the Ottawa 67's game. Don't forget to bring copies of your resumé!
If you want to prepare to attend these events, we have a few helpful tips you can use:
- Attend “Get Ready for Telfer Connects.”
- Set up an appointment with a Career Centre professional or come to their Drop-In Hours.
- Attend a networking tips session with the Career Centre.
- Read a few blogs like this one with 17 networking tips from Forbes, or this one about the essentials for attending an industry event from Salesforce.
- Learn how marketing yourself effectively can help you succeed at an event.
- Check the Telfer Career Centre website regularly for blogs about networking, resume, and interview tips.
- If you know the professionals who will be attending the events ahead of time, do some research about them on LinkedIn to prepare some smart questions that you want to ask.
- Practice. Practice. Practice. The more you network, the easier it will become!
The Telfer Career Centre is a useful resource open to all students at the Telfer School of Management. No matter what program you are in, the Career Centre will always have a ton of events and tools available through Career Launch that you can use to your advantage.
We look forward to seeing you at the next event!
- Category: Student Announcements
The Entrepreneurs’ Club (TECDE) has been hosting the Elevator Pitch Competition as a part of Global Entrepreneurship Week for over a decade, showcasing top talent and innovation among uOttawa student-entrepreneurs. This year’s competition offers ten companies, competing in two divisions, an opportunity to pitch their business ideas for a chance at a prize pack valued at over $35,000; with $20,000 in cash prizes and over $15,000 in additional services including law (offered by LaBarge Weinstein LLP), accounting (offered by Logan Katz) and incubation space (offered by Invest Ottawa).
Throughout the years, the competition has grown both in popularity and in awareness amongst the Ottawa business community. Back in the first few years of the competition, there was one category which was only for companies that were already established. When Professor Stephen Daze, Entrepreneur in Residence at the Telfer School of Management got involved in the event, he pushed for the formation of a second “Validation” category. Professor Daze recently explained the evolution of the competition, and shared that the new category “allows the opportunity to promote that it's important to validate your ideas before you just create a business. By showcasing the top five companies at this stage, [we] demonstrate to everyone else in the room what they need to be doing as next steps for their business ideas.”
Over the decades, TECDE, the Telfer School of Management, and the competition’s sponsors have been able to help countless companies launched by uOttawa students. Two of these companies include Hoppier, co-founded by Telfer alumnus, Cassy Aite, and Welbi, founded by Telfer alumna, Elizabeth Audette-Bourdeau. These two bright co-founders will both be joining the 2019 competition as judges.
Aite, co-founder and CEO of Hoppier shared that: "the Elevator Pitch Competition gave Hoppier the opportunity to connect with a network of people and receive funding to help the company grow in a time when we needed it most. Hoppier was able to grow into a self-sustaining company, achieving over 6 figures in sales in its first year. Today, 2 years later, Hoppier employs over 20 people and is used by companies across Canada and the United States." The ability to create an impact in the lives of students and their companies over the years is the reason why TECDE continues to host this flagship event and strives to make improvements year over year.
In addition to the two category prizes, TECDE will be featuring a People’s Choice Award where the audience will vote on their favourite startup to be awarded a $2000 cash prize!
Join TECDE on Tuesday, November 19th in DMS 4101 to hear the 2019 finalists pitch their ideas and support our uOttawa student-entrepreneurs.
- Category: Telfer Announcements
From Monday, November 18th to Friday, November 22nd, the University of Ottawa will be celebrating Global Entrepreneurship Week with unique events and workshops organized by the University of Ottawa Entrepreneurship Hub.
Whether you make valuable connections at the Telfer Career Centre’s Startup Career Fair, learn some HTML basics at the Coding with Legacy workshop, get inspired hearing new business ideas at the Elevator Pitch Competition, or attend any of the other events, be sure to take advantage of the incredible opportunities on campus this Global Entrepreneurship Week. See the schedule and register here.
Entrepreneurship is about more than just starting a business. Entrepreneurship is also a mindset and lifestyle. Before the week starts, you don’t have to go far to find the entrepreneurial spirit in our community! Our university is home to many budding innovators. Here is some advice that some student-entrepreneurs want to share with students interested in entrepreneurship:
Alina Jahani, CEO and Co-Founder of HireFast
While completing her degree in Management Information Systems and Analytics (now renamed Business Technology Management) at Telfer, Alina started HireFast, a SaaS company that reads through millions of data points on Github to source top developer talent for recruiters within seconds.
Alina shares, “starting your own business is an exciting process that leaves you tangled in tons of information about the best next step to take for your business. As a result, tons of great entrepreneurs get stuck in the quicksand known as analysis paralysis. The best way to stop yourself from sinking further is to get ‘out of the building’ and talk to your users about your idea and about your competition.
Logan MacPherson, Co-Founder of Point3D Commercial Imaging
Two years ago, Management and Entrepreneurship student, Logan launched his startup, Point3D Commercial Imaging, a B2B company that creates media experiences to allow audiences to digitally navigate a space as if they were actually there.
Logan adds that “everyone wants to be successful, but only a few are willing to put in the work to make it happen. From my experience, failing is a key part of the process, but more importantly, it is how you learn from failure that determines your success."
Andres Tovar, Co-Founder of Noetic Marketer
Marketing alumnus, Andres started his own digital agency, Noetic Marketer while he was studying Marketing at Telfer. Now he runs his company from Toronto.
Andres shared some meaningful advice: “entrepreneurship is about adding value to people’s lives through a business or an organization. Is your business making people’s life easier, more enjoyable, more affordable, or profitable? You don’t need a ground-breaking idea or a lot of money to achieve this, all you need to do is care, think critically about this question, and continue to push that agenda. So, don’t overcomplicate entrepreneurship, and put your energy into nurturing your mindset and learning new skills. The idea will come to you as you become passionate about starting your business.”
Check out the uOttawa Global Entrepreneurship Week event schedule to register and connect with some of the brightest and most creative people in Ottawa!
- Category: Telfer Announcements
The Telfer Impact goes beyond the classroom. There are countless stories of students and alumni who have truly made a difference through their involvement, community engagement, entrepreneurial vision, and hard work. Over the last 6 weeks, we’ve shared some incredible stories of Telfer students developing into the next generation of leaders:
The CASCO Impact
20 years ago, two inspired Telfer students founded the non-profit organization, CASCO. Every year, Telfer students team up to host spectacular events that raise money for families at the Children’s Hospital of Eastern Ontario (CHEO). CASCO has donated over $560,000 to the cause ever since.
The Growcer Impact
After visiting communities challenged with food insecurity in Northern Canada, two Telfer BCom alumni, Alida Burke and Corey Ellis created a hydroponic system that grows produce in controlled shipping containers. From there, the business, The Growcer Inc. was born. Today, the company is part of Invest Ottawa’s accelerator program, and its systems are being sold across Canada, empowering communities around the globe to grow their own produce.
The PhD Impact
Telfer PhD candidate, Alex Chung researches the design of wearable technology that influences human behaviour change. As a result of the balanced program, Alex has been able to lead an active and fulfilling life, while impacting the future of wearable technology.
The Unscented Company Impact
BCom alumna, Anie Rouleau is living her dream, running her own eco-sustainable, B Corp certified cleaning product business, The Unscented Company (TUC). Through her innovative business model, Anie has caught the attention of the public with her Dragons’ Den deal to sell TUC products in 500 Canadian Tire stores across Canada.
The MBA Impact
After discovering the world of administration while working at Montfort Hospital, Mélanie Potvin decided to elevate her experience with an MBA in French at Telfer. Now she has the crucial knowledge and confidence in her leadership role as Project Manager for the Orléans Health Hub at the hospital.
These are just a few stories of the meaningful change that Telfer Students are creating. What will be YOUR impact?
- Category: Innovation and Entrepreneurship
The CEOx1Day program from Odgers Berndtson offers student-leaders the opportunity of a lifetime: a chance to spend a day with a top Canadian CEO.
For many management students, the ultimate career achievement is to earn the title of Chief Executive Officer (CEO) of an organization. While being a CEO is a much sought-after position, the job is complex and constantly changing. This one-day event offers third and fourth-year students a unique opportunity to explore a CEO’s role at their respective company.
Last year, there were two Telfer students who advanced far into the program:
Audrey-Anne Délage, semi-finalist
Nayaelah Siddiqui, finalist
International Management and Entrepreneurship student and CEOx1Day finalist, Nayaelah earned one of 18 competitive finalist spots, getting to spend an inspiring day of learning and mentorship with Teresa Marques, CEO of the Rideau Hall Foundation. Nayaelah shared that she “had the opportunity to learn lots of different things” from meeting Former Governor General David Johnston, spending time at the Senate of Canada, and spending one-on-one time with Marques.
Nayaelah faced an intense and eye-opening selection process. To get her day with Teresa Marques, she went through four selection phases: Application, Online Leadership Assessment, Phone Interview, and In-person Evaluation. Nayaelah recalls that she “didn't know if [she] would be the finalist, but just getting through so many rounds gave [her] the confidence boost to never give up and be [herself]. There is a lot to learn even if you don't make it all the way!”
This year, the CEOs participating are from Facebook Canada, Sephora Canada, Capital One, CHEO, and many other companies. Check out the full list of CEOs you might meet here.
Apply for the 2019 CEOx1Day program by Friday, October 25th for your chance to connect with incredible students, business leaders and Canadian CEOs.
- Category: Telfer Announcements
The Telfer MBA was a huge catalyst for change in the career of our graduate Mélanie Potvin, who is now project manager of the Orléans Health Hub at Montfort Hospital.
After graduating from the University of Ottawa with a bachelor’s degree in physical therapy, Mélanie began her career in the health care system. Following several years working in clinical services at the Montfort Hospital and in the Ottawa community, she landed a job in the field of occupational health and safety. This position exposed her to the administrative side of the health care system, sparking a desire to learn more about management. That’s when she decided that an MBA was what she needed to boost her career.
During the application process, the Telfer School of Management contacted Mélanie to determine whether she was interested in completing her MBA in French. The opportunity to benefit from scholarships for this program, but especially to use her mother tongue, really appealed to her and she jumped at the opportunity to do her graduate degree in French.
Thanks to her experience in the healthcare system, and Telfer’s MBA and MHA (master’s degree in health administration) courses, Mélanie has learned how to work on the system and its various challenges. Her educational and practical experiences have provided her with the skills needed to manage complex projects.
Beyond project management, Mélanie has also developed her skills in oral presentation, leadership, human resources, and other management disciplines that are important in her new role.
Mélanie can now proudly say she has what it takes to make an impact at work and in her daily life.
Learn more about the Telfer MBA.
- Category: Telfer Announcements
The business world needs a world, and that's what Telfer BCom alumna Anie Rouleau understood in 2016, when she decided to launch her eco-responsible and certified B Corp venture, The Unscented Company (TUC).
Much more than just a company selling soaps and household products, TUC is trying to redefine the very concept of cleanliness by focusing on innovation and eco-design.
For Anie, sustainable development is not only a fundamental value, it is in the DNA of Unscented Co. From research and development, to minimalist, recyclable and plastic-free packaging, to re-filling stations at local retail partners, to the very furniture of its offices made from recycled materials, every decision is guided by this eco-responsible corporate philosophy.
Her innovative re-definition of the consumption model was not an immediate success, but her patience and strong convictions will have finally paid off in a market where until recently, the environment was not considered an issue."It will have taken a video of a turtle with a straw stuck in its nose for people to wake up," she told us during our interview. "Now we are seeing a real willingness on the part of people to change their consumption habits, and business is starting to move," Anie concluded.
On that note, her business is definitely moving. On October 10, 2019, Canadian Tire announced on a CBC episode of Dragons’ Den, that they would bring TUC products into their 500 stores across Canada. Although Anie was already seeing some craze for her products in local markets, a national distributor such as Canadian Tire will allow her to amplify her message, and together, they will have a real opportunity to change the country's consumption habits.
Her story is an inspiration for the business community that proves that when you have strong convictions, you can make your dreams come true. Once again Anie, congratulations, and we are very proud to have a graduate among us who has such a great impact on our world! #TELFERNATION
- Category: Telfer Announcements
The Telfer Financial Research and Learning Lab located in the Desmarais building at the University of Ottawa is used as a key tool to educate students about capital markets.
This lab is recognizable with its real-time stock exchange ticker tape, multiple televisions displaying world news, and 11 Bloomberg terminals available for students. The lab is open to all University of Ottawa students daily from 8:00 a.m. to 10:00 p.m.
Each Bachelor of Commerce student in the Finance specialization requires the use of Bloomberg technology in capstone and mandatory finance classes as well as in extra-curricular programs, workshops and competitions.
The Bloomberg terminals provide students with the ability to retrieve past historical pricing data, review past financial statements of publicly listed companies, acquire in-depth industry analysis, and track macro-economic trends.
Students are able to enhance their resumes by taking the Bloomberg Market Concepts Certification, an 8-hour self-paced e-learning course that provides a visual introduction to the financial markets. This course covers economics, currencies, fixed income and equities, and retails for $249 USD, but is FREE to all students with a valid University of Ottawa ID.
Also, the Financial Research and Learning Lab is the first of its kind in Canada to be recognized as a Bloomberg Experiential Learning Partner (ELP). This means the lab hosts a number of workshops such as “Financial Literacy”, “Key Functions in Bloomberg”, “FactSet Overview” and an “Introduction to Capital Markets”. This is a four-part series that helps students learn and practice technical skills in finance.
Recently, this lab has become part of the University Affiliation Program (UAP) from the Chartered Financial Analysts (CFA) Institute. They are a global association of investment professionals that offer the CFA designation, the Certificate in Investment Performance Measurement designation, and the Investment Foundation Certificate.
As a result of joining the UAP, 10 new scholarships will be awarded this year to select Telfer students. The Manager of the Financial Research and Learning Lab shared that “the scholarship for the CFA designation will be awarded to students who demonstrate excellent academic standing, who have a passion for finance, and have strong career aspirations for capital markets.” Students who are interested in getting their CFA designation and who would like to receive a scholarship are encouraged to talk with the lab manager if they have any questions or if they demonstrate a strong interest in the tools that the Financial Research and Learning Lab has to offer.
In addition, to the variety of opportunities and scholarships offered with access to the lab, there is also a variety of ongoing workshops available throughout the year, led by industry professionals such as Vice Presidents, Portfolio Managers, and Asset Management professionals from leading institutions.
This lab also enables students to compete in an annual Telfer Simulation Trading Competition. Top competitors of the simulation are invited to compete at the Roman International Trading Competition (RITC) in Toronto, where students compete against schools from around the world. The simulation is effective in providing students with real-life experience in a financial trading environment. Last year, Telfer’s team placed third at the RITC.
Visit Telfer’s Financial Research and Learning Lab today to improve your financial analysis skills and learn more about the various opportunities mentioned. Follow the lab on Facebook to stay up-to-date with ongoing events.
- Category: Telfer Announcements
Alexander is a PhD candidate at the Telfer School of Management, in the Health Systems specialization. His research interests lie in applying analytics and management information systems methods to health-related issues, more specifically to the area of mobile health technologies.
He holds a Master’s degree in Systems Science with a specialization in Environmental Sustainability from the University of Ottawa, and an undergraduate degree in Biology from Carleton University. His master’s thesis focused on the formal definition, measurement, and simulation of coastal community preparedness for severe environmental events.
Following his Master’s degree, Alex worked as an independent management consultant and researcher while also teaching part-time at the Telfer School of Management. He has had the opportunity to work on topics that include: applying real-options analysis and financial modelling to the solar energy industry in Ontario and modelling how organizations use social media in order for them to anticipate problems that may arise later on. Alex also has an interest in fisheries management and has been involved in several projects with government and private industry on the management of Canadian fisheries and coastal areas.
Alex is a member of the Canadian Association of Management Consultants’ Eastern Ontario Chapter Council where he is responsible for marketing and social media. During his free time, he enjoys travelling, playing volleyball, and riding and restoring his many bicycles.
Alex holds the Lilian and Swee Chua Goh Doctoral Scholarship, the first admission scholarship created by donors for PhD candidates at the Telfer School of Management.
Find out more about the Telfer PhD program.
- Category: Telfer Announcements
At the Telfer School of Management at the University of Ottawa, we believe that it is through hands-on learning experiences and community support that we can help our students reach their goals, accelerate their careers and make a positive impact on our collective future.
This is the case for The Growcer Inc. - an Ottawa-based social enterprise co-founded by Corey Ellis and Alida Burke, two Telfer BCom Alumni. The pair came up with the idea for their modular hydroponic growing systems after having visited remote communities who face food insecurity in Northern Canada.
The plug-and-play hydroponic system gives produce everything it needs to grow in a controlled environment, built inside retrofitted shipping containers. These enable northern communities, schools, Indigenous and regional governments, as well as other businesses and non-profit organizations to develop more self-reliant and sustainable local food systems.
Through Telfer opportunities and extra-curricular activities such as the E-Foundry course and Enactus, Corey and Alida were able to travel the world, understand the challenges communities face, and build their business. Enactus is a student-led organization that uses the power of entrepreneurship and business, to help solve social problems. In 2017, the University of Ottawa became one of The Grower's first customers and acquired one of the systems to grow local food that’s now being served in our own cafeteria.
Now, The Growcer has over 15 employees and operates out of Invest Ottawa’s accelerator program at Bayview Yards.
Find out more about The Growcer Inc.
Find out more about our Entrepreneurship at Telfer.
Find out about uOttawa's Enactus Chapter.
- Category: Alumni in the Lead
Corey Ellis is the Co-founder and CEO of The Growcer, a company he started three years ago with the goal of providing a tool for northerners to grow food. As Co-Founder and CEO, Corey leads sales, community engagement and business development activities, maximizing social impact in the communities The Growcer operates in. In addition, Corey oversees the research and development function of the organization, ensuring continuous improvement in customer offerings.
Corey is an alumnus of Enactus, an international leadership development organization focused on the next generation of socially-conscious entrepreneurs. His unique perspective as a social entrepreneur has helped him understand how to enable community-level impact through profitable market-driven business models.
The Growcer is a social enterprise that empowers remote Canadian regions to grow fresh produce locally using modular hydroponic systems. Growcer systems are specifically designed for Arctic regions, enabling local food production with a steady stream of affordable fresh produce grown in outdoor temperatures as cold as -52°C. Our company also provides ongoing services to allow local entrepreneurs to own & operate their own systems, and additional supports to enable better nutrition for the community, including meal packages, a series of food education and kitchen literacy tools, and an automation system that cuts labour requirements by over 80%.
Watch the Growcer Impact Video.
- Category: Alumni in the Lead
Why not use a strong leadership to create inspiring, socially and environmentally innovative businesses? Proactive, Anie Rouleau didn’t have to ponder this question long.
A Montrealer born to a business-oriented family, Baléco’s Founding CEO knows how to do business without compromising her values and convictions. That’s why she chose to redefine the notion of clean by creating a line of ecofriendly home and body care products designed for conscious living.
In 1992, Anie graduates from the University of Ottawa with a degree in Business, majoring in Finance. She joins Hydrocom International, the family business. Quickly made Vice-President, she leaves Quebec to start Hydrocom USA in Birmingham, Alabama. When the family business is sold, she is offered the role of President for Maclean Power Systems’ Canadian branch, before becoming President at Société de Gestion du Commensal.
Trilingual, open to the world, Anie runs on new challenges. Her values guide her choices. Fervent defender of local sourcing, she sits on different committees, including Made in Montreal. Women leadership and ethics being causes close to her heart, she is a mentor for young women in business. She is also part of Quebec entrepreneurship promotion groups.
Anie strongly believes that a business’ social values are no obstacles to its profitability and financial viability. That is why she is a BCorp ambassador, giving conferences on this new business model. HEC, UQAM, and ETS also invite her as a guest speaker to discuss the importance of including one’s values at the heart of one’s business management.
Mother of two, Anie is driven by her desire to protect future generations. By investing in innovation and eco-design within an industry which sets his sight far from sustainable development issues, she seeks with Baléco to define tomorrow’s business as a transparent entity, respectful of its employees, the community and the environment.
- Category: Alumni in the Lead
Tammy Labelle was appointed Chief Information Officer (CIO) on March 12, 2018 at Public Services and Procurement Canada (PSPC).
In her new role, Tammy is driving the evolution of the PSPC information management and information technology strategy. As CIO, Tammy leads the maintenance of technology operations and key government-wide projects in support of government priorities and departmental service improvements. In addition to her role as CIO, she is also responsible for common Government of Canada services such as shared human resources, information management (GCdocs), shared case management services, finance (FreeBalance and Integrated Financial and Material System) and the Shared Travel Services program.
Before that, Tammy was Assistant Deputy Minister of the Integrated Services Branch where she led several government programs and initiatives, including public opinion research; publishing and depository services; the Canada Gazette; Electronic Media Monitoring Services; advertising; MyGCHR, GCSurplus, seized property management, the Canadian General Standards Board, as well as the PSPC Client Service Strategy.
Tammy has extensive experience in developing and implementing large-scale business programs, computer applications and infrastructure systems. She joined the department in February 2014 as Director General of MyGCHR, where she led the successful implementation of MyGCHR, a new human resources system, across the federal government.
Additionally, Tammy was appointed by the President of the Treasury Board to the Board of Directors of the Federal Public Service Health Care Plan Administration Authority, effective June 2016.
Tammy has a master’s degree in business administration from the University of Ottawa and is a certified information technology project management professional.
- Category: Telfer Announcements
Over the past 20 years, CASCO, a Telfer student non-profit organization, has inspired the Ottawa community to give back to the families at the Children’s Hospital of Eastern Ontario (CHEO). Every year, a hundred students from the Telfer School of Management come together to host events to support and fundraise for CHEO. Through the hard work and dedication of the uOttawa CASCO team, over $500,000 has been raised for CHEO.
The CASCO non-profit organization was founded by two students in the BCom program at the Telfer School of Management in 1998. Their mission was to raise money for their friend who had passed away from Leukemia. Today, a fourth-year BCom student, Michaela McLoughlin, is running CASCO as this year’s president, with the help of 51 students on the executive team. Michaela joined CASCO three years ago when she discovered that the daughter of a family at work was being treated for brain cancer at CHEO. Since CASCO was an initiative that fundraises for CHEO, she decided to join so that she could make a direct impact.
CASCO’s mission for this year is to grow its presence in the Ottawa community. The executive team is working with CHEO to create more events to support the families at CHEO. The non-profit’s main event, the CASCO gala, features students from the Telfer School of Management in an evening of song, dance, and fashion. Telfer students, business professionals, and community members come together to support CHEO and see a year’s work come together on stage.
Find out more about the involvement of Telfer students in the student club CASCO, their impact on CHEO, and their pursuit of making an impact in the Ottawa community:
To find out more about the Telfer Student Experience: bit.ly/TelferImpact-Student-Experience
- Category: Alumni in the Lead
Continuing a tradition of giving
I am a native of a small village in Abitibi Témiscamingue, where the words "community" and "solidarity" were important and "giving back" was part of everyday life. These family values have greatly influenced the person I am today, and still colour all my decision-making. After a few years in a chartered accountant's office, my training at the Faculty of Administration at the University of Ottawa allowed me to join Multivesco's team, a tightly knit, socially engaged team that I identified a lot with.
I have been involved with several community organizations in the Outaouais region since the beginning of my career. Since education has always been one of my priorities, I have been a member of the Board of Trustees of Aylmer Montessori School and Joan of Arc Academy in Ottawa as well as president of major donations for the Université du Québec en Outaouais. I also made a donation to go towards admission scholarships to the Telfer School of Management in addition to having participated in their mentoring program.Inspired by my mentor at Multivesco, Mr. Camille Villeneuve, and my son, Alexandre, who lives with an intellectual disability and is on the autism spectrum, I am proud to have created my own foundation, the Alexandre Charron Raymond Foundation, to help people living with intellectual disabilities and their families.
Through this foundation, administered by my other three children, my wish is to ensure the perpetuity of a tradition of giving and sharing.
- Category: Student Announcements
Starting a brand new life in an unfamiliar country, with new people, sites, and cultural norms is a courageous life decision. We are pleased to welcome new international students every year to the university and excited to see when these new students choose an education at Telfer.
As your new home, we want to make sure that as an international student at our school, you feel welcome and prepared for daily life in Ottawa.
That is why the University of Ottawa has an International Office that is designed to provide support, tips, and resources to international students while they prepare to come to Ottawa and for the duration of their studies. Additionally, at Telfer, we offer resources and services to help enhance theTelfer experience.
Here is a list of helpful tools and services from uOttawa’s International Office and from us at the Telfer School:
- Details for prospective students: Information about life in Ottawa, studying at our university, and admission essentials are provided for students considering uOttawa in this quick link. You can also use this Government of Canada tool to check your eligibility to come to Canada.
- Information for newly admitted students: For our newly admitted students, the International Office provides information relating to academic accommodations, immigration documents, admission offers, housing, orientation, health insurance, arrival on campus, and more.
- Tips and resources for current students: Students already attending uOttawa can use this quick link to find immigration, health insurance, and international mentoring centre information.
- Information sessions: If you are a first-year international student this year at Telfer, you can attend one of the mandatory information sessions on September 3.
- Telfer Career Centre tools: The Career Centre at Telfer has developed the International Career Mentorship program and launched a global career portal called Highered to help with your Canadian job search. The Career Centre also hosts many job search workshops, and provides a number of immigration resources.
- Telfer Student Information: The Telfer Graduate Office has listed helpful resources for International Candidates in regards to studying, living, and working in Canada.
- International Student Coaches Program: We have created the International student coaches program to assist with your transition into a Canada university. International Student Coaches program. You will be matched with a senior student who will work with you to help you succeed and answer any questions you may have.
- Events for International Students: Check for upcoming events in the uOCal, on the International Office Facebook page, or from the uOGlobal events page.
We hope you are ready for a new school year! Feel free to get in touch with the Telfer Undergraduate Office, Graduate Office, or Student Services if you have any questions.
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Student Voices
The following article was written by a member of our student community. The views and opinions expressed in this blog are those of the authors and do not necessarily reflect the official policy or position of Telfer School of Management. For more information or to flag inappropriate content, please